Everyone's Blog Posts - GlobalRisk community2017-08-18T02:46:14Zhttp://globalriskcommunity.com/profiles/blog/feed?xn_auth=noWells Fargo Auto Loan Scandal: The Saga Continues (Part 2)tag:globalriskcommunity.com,2017-08-17:5112778:BlogPost:2344042017-08-17T13:53:03.000ZSteven Minskyhttp://globalriskcommunity.com/profile/StevenMinsky
<p><a href="http://api.ning.com:80/files/mOxumZiZ1HI-dk2CZ49roBiTeWGvAJrg5TzvYbh8IYzDoWrxY5E1hEr-B3kx5rErKmpNpHqAAnQXtMC9ihN9XMDF0z4e-uhj/14451484700_845f21ecf5_o.jpg" target="_self"><img class="align-right" src="http://api.ning.com:80/files/mOxumZiZ1HI-dk2CZ49roBiTeWGvAJrg5TzvYbh8IYzDoWrxY5E1hEr-B3kx5rErKmpNpHqAAnQXtMC9ihN9XMDF0z4e-uhj/14451484700_845f21ecf5_o.jpg?width=300" width="300"></img></a> The blows keep on coming for Wells Fargo. Within a year of their cross-selling scandal, two more scandals have risen to the top of news headlines.</p>
<p>In <a href="http://www.logicmanager.com/erm-software/2017/08/09/wells-fargo-saga-continues-part-1/">part one</a> of this series, I set out to make…</p>
<p><a href="http://api.ning.com:80/files/mOxumZiZ1HI-dk2CZ49roBiTeWGvAJrg5TzvYbh8IYzDoWrxY5E1hEr-B3kx5rErKmpNpHqAAnQXtMC9ihN9XMDF0z4e-uhj/14451484700_845f21ecf5_o.jpg" target="_self"><img src="http://api.ning.com:80/files/mOxumZiZ1HI-dk2CZ49roBiTeWGvAJrg5TzvYbh8IYzDoWrxY5E1hEr-B3kx5rErKmpNpHqAAnQXtMC9ihN9XMDF0z4e-uhj/14451484700_845f21ecf5_o.jpg?width=300" width="300" class="align-right"/></a>The blows keep on coming for Wells Fargo. Within a year of their cross-selling scandal, two more scandals have risen to the top of news headlines.</p>
<p>In <a href="http://www.logicmanager.com/erm-software/2017/08/09/wells-fargo-saga-continues-part-1/">part one</a> of this series, I set out to make good on a prediction I presented to business journalist <a href="http://www.garp.org/#!/risk-intelligence/culture-governance/conduct-ethics/a1Z40000003PXEUEA4/Breakdown-and-Repair-The-Wells-Fargo-Reputational-Crisis-and-Its-Aftermath">L.A. Winokur</a>. I predicted that after the dust settled for the original cross-selling scandal, Wells Fargo would remain vulnerable in other areas of its operations, lest they address the gaps in their risk management program.</p>
<p>In the time it took me to examine and expose the similarities between the sales incident and their latest <a href="https://www.americanbanker.com/articles/wells-fargo-said-to-get-regulatory-questions-after-breach">data leak</a>, news broke of yet another Wells Fargo scandal, proving once again that the bank has not taken sufficient measures to improve the governance of their risk management program, and that they are still just as vulnerable to risk management failures and negligence law suits in different areas of their business.</p>
<p>In my blog post, “<a href="http://www.logicmanager.com/erm-software/2017/04/25/good-governance/">What is Good Governance, and Why Do We Care?</a>” I walked through why business scandals are 100% preventable with effective enterprise risk management. Since systemic negligence in effective risk management is the cause of these scandals, organizations are highly likely to have multiple scandals over time until effective enterprise risk management is put into place.</p>
<p>Let’s take a look at the bank’s <a href="https://www.cnbc.com/2017/07/27/wells-fargo-reportedly-forced-car-loan-customers-to-buy-auto-insurance.html">auto loans scandal</a> with an eye towards how their failure to mitigate the root cause of their first two failures set them up for another appearance in the news, and more record breaking penalties and law suits.</p>
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<h2><strong>The Wells Fargo Auto Loan Scandal: What Happened?</strong></h2>
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<p>Many standard auto loan contracts require customers to have comprehensive insurance for potential damage to their vehicle. These contracts also stipulate that if the purchaser of the vehicle cannot prove they have this coverage, the bank who grants them the loan may purchase the insurance for them and add the cost of coverage to the cost of the loan.</p>
<p>Last week, Wells Fargo admitted that they had <a href="https://www.wsj.com/articles/wells-fargo-might-face-more-regulatory-sanctions-1501860794?mg=prod/accounts-wsj">charged 800,000 customers for insurance they did not need</a>. The added cost to their premiums caused 274,000 customers to defect on their loan payments and resulted in the wrongful repossession of 25,000 vehicles.</p>
<p>In a <a href="https://www.cnbc.com/2017/07/27/wells-fargo-reportedly-forced-car-loan-customers-to-buy-auto-insurance.html">statement</a>, head of Consumer Lending Franklin Codel said, “We take full responsibility for our failure to appropriately manage the collateral protection insurance program and are extremely sorry for any harm this caused our customers, who expect and deserve better from us. Upon our discovery, we acted swiftly to discontinue the program and immediately develop a plan to make impacted customers whole.”</p>
<p>To this end, Wells Fargo named a new head of the auto business, and centralized collections operations to improve the customer experience, boost consistency and minimize risk to the business, according to an internal memo. The bank is also in the process of refunding customers the $80 million they were wrongfully charged, and alerting credit bureaus on customers’ behalf.</p>
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<h2><strong>The Wells Fargo Auto Loan Scandal is Another Failure in Risk Management</strong></h2>
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<p>After the news broke, <a href="http://money.cnn.com/2017/07/28/investing/wells-fargo-auto-insurance-car-loans/index.html">New York City Comptroller Scott Stringer said</a>, “This is a full-blown scandal—again. It’s unbelievable, outrageous, sad, and yet quintessential Wells Fargo.”</p>
<p>Such a statement assuredly resonates with millions of people whose eyes so much as glanced this latest headline. Scandals are always met with a feeling of outrage because they are preventable. What makes this particular scandal so outrageous is that it is tantalizingly similar to the risk management failure in their cross-selling scandal.</p>
<p>Wells Fargo is an innovative bank. Most banks dream of having a cross-selling program or offer products like Guaranteed Asset Protection products. But as I’ve said before in regard to big name companies like <a href="https://blogs.wsj.com/riskandcompliance/2016/06/03/the-importance-of-risk-assessments-in-business-innovation/">Chipotle, BP, and Volkswagen</a>, with innovation comes risk.</p>
<p>As I explained in <a href="http://www.logicmanager.com/erm-software/2017/08/09/wells-fargo-saga-continues-part-1/">part one</a>, with the innovation of cross-selling came the risk of access rights and separation of duties. Without a proper governance structure in place to identify and control the risks inherent to these new process, scandal was bound to materialize.</p>
<p>Of course, as I’ve mentioned, Wells Fargo and many others incorrectly saw the root cause of this scandal as an overzealous sales program. The <a href="https://www.wsj.com/articles/wells-fargo-might-face-more-regulatory-sanctions-1501860794?mg=prod/accounts-wsj">OCC</a> and <a href="http://www.logicmanager.com/erm-software/2016/09/20/wells-fargo-scandal-risk-management/">myself</a> came out and said that it wasn’t a sales culture problem, but a risk governance problem, and mandated that the bank implement an effective enterprise risk management program.</p>
<p>However, the bank seems to have interpreted the OCC too narrowly. Instead of understanding the root cause as a failure in enterprise risk management, they identified the root cause as a failure in risk management in the one department where the scandal occurred, i.e. sales.</p>
<p>Clearly, this was the wrong interpretation, as the newest auto loans scandal shares the same root cause: a failure to see the side effects of innovation and govern their processes effectively. Same root cause, different department.</p>
<p>In a statement, Wells Fargo spokeswoman Jennifer Temple said that the bank took steps to improve the administration of their Guaranteed Asset Protection products back in 2014. While it is unclear what these steps were, it is evident that the risks associated with this “improvement” were not identified or properly controlled.</p>
<p>Let’s take an excerpt from my <a href="http://www.logicmanager.com/erm-software/2016/09/20/wells-fargo-scandal-risk-management/">first Wells Fargo blog</a> regarding their cross-selling practices: “Where were the risk assessments on these sales and booking processes? What about internal audits of both the risk management process and governance oversight on these areas?”</p>
<p>These questions are directly applicable to the current situation. Before you implement a policy, it’s imperative to perform objective <a href="http://www.logicmanager.com/erm-software/product/assess/">risk assessments</a> on the processes involved to uncover any potential risks before they materialize.</p>
<p>Having done so, the auto loans department would have seen that there was an inherent risk in their collateral protection insurance policy, that is, a risk of charging a customer for insurance they didn’t need. From there, <a href="http://www.logicmanager.com/erm-software/product/mitigate/">controls</a> would have been implemented to ensure that employees were conducting proper due diligence and ensuring that customers did in fact lack auto insurance before purchasing it for them. From there, the scandal would have never occurred.</p>
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<h2><strong>The Reputational Damage of the Wells Fargo Scandals</strong></h2>
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<p>Admittedly, Wells Fargo has blamed the problem on <a href="https://www.cnbc.com/2017/07/27/wells-fargo-reportedly-forced-car-loan-customers-to-buy-auto-insurance.html">“inadequate checks and balances”</a> and “inadequate internal controls.” To correct these inadequacies, they’ve taken actions involving changes in front-line employees, after-the-fact refunds, and the centralization of collections. The intentions of these actions are all well and good, but we’ve seen good intentions with little result before.</p>
<p>After the <a href="https://corpgov.law.harvard.edu/2016/12/19/the-wells-fargo-cross-selling-scandal/">cross-selling scandal</a>, which I’ve said was also a result of inadequate checks and balances, 5,300 sales employees were fired, the retail banking head retired, and the board committed to strengthening its risk management program.</p>
<p>What good did this do if the auto loans scandal manifested from the same <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-identification/">root cause</a>? How much can we trust Wells Fargo when they say they are working towards improving their programs and processes?</p>
<p>Herein lies the truly devastating side effect of poor risk management: reputational damage. Stringer’s comment hardly stands out in a crowd of voices exclaiming their frustrations with Wells Fargo. The fact is, $80 million in refunds is a drop in the bucket for a bank this size. The decline in market value and customer loyalty are the major consequences Wells Fargo will struggle to amend for years to come.</p>
<p> </p>
<h2><strong>How to Avoid Future Scandals</strong></h2>
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<p>Wells Fargo isn’t the only corporation facing multiple lawsuits related to failures in risk management. It seems that big name corporations such as Target and Chipotle, to name a couple, are in desperate need of some risk management rehab if they want to successfully avoid financial and reputational damage.</p>
<p>Ultimately, the method of prevention is to ensure a policy is followed in operations. Studies show that only 20% of employees operating under a policy are actually following that policy in their daily routine, even after training.</p>
<p>Here are the steps to operationalize a policy:</p>
<ol>
<li>Identify the stakeholders of the policy</li>
<li>With their help, identify the root-cause risks that threaten adherence to that policy across the organization</li>
<li>Address those risks with appropriate controls</li>
<li>Monitor the effectiveness of these controls</li>
</ol>
<p>Since this method is proven to work 100% of the time, failure to do so is considered by regulators, shareholders and the courts to be negligence and is at the core of every law suit. Implementing this policy gives every organization the means to avoid litigation and the resultant reputational damage.</p>
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<p><a href="http://www.logicmanager.com/best-practice-erm-programs-ebook/"><b><i>Download this complimentary eBook</i></b></a> <b><i>to learn how your organization can fill the gaps of your risk management program and prevent your future scandals.</i></b></p>
<p></p>An assumption that got me angrytag:globalriskcommunity.com,2017-08-14:5112778:BlogPost:2342772017-08-14T23:45:00.000ZBryan Whitefieldhttp://globalriskcommunity.com/profile/BryanWhitefield
<p><a href="http://api.ning.com:80/files/Xf4dtmVOkENVhbK47m0k69eLdw6g5EbCSIiPEu5JMOlCE0Ra4W8YGX58QLWRzD53elQmctEnlgb2yIwi4WZBvdbUDaiprouA/Stairs.jpg" target="_self"><img class="align-right" height="271" src="http://api.ning.com:80/files/Xf4dtmVOkENVhbK47m0k69eLdw6g5EbCSIiPEu5JMOlCE0Ra4W8YGX58QLWRzD53elQmctEnlgb2yIwi4WZBvdbUDaiprouA/Stairs.jpg?width=750" width="386"></img></a> Recently I was staying at a hotel for business on the mid-north coast of NSW. At breakfast, I noticed a group of women golfers sitting near me. They seemed like nice people.</p>
<p>The power of the hotel went out. Heading back to my room I stopped at reception to ask the best way to go. Two of the women were a few…</p>
<p><a href="http://api.ning.com:80/files/Xf4dtmVOkENVhbK47m0k69eLdw6g5EbCSIiPEu5JMOlCE0Ra4W8YGX58QLWRzD53elQmctEnlgb2yIwi4WZBvdbUDaiprouA/Stairs.jpg" target="_self"><img src="http://api.ning.com:80/files/Xf4dtmVOkENVhbK47m0k69eLdw6g5EbCSIiPEu5JMOlCE0Ra4W8YGX58QLWRzD53elQmctEnlgb2yIwi4WZBvdbUDaiprouA/Stairs.jpg?width=750" class="align-right" width="386" height="271"/></a>Recently I was staying at a hotel for business on the mid-north coast of NSW. At breakfast, I noticed a group of women golfers sitting near me. They seemed like nice people.</p>
<p>The power of the hotel went out. Heading back to my room I stopped at reception to ask the best way to go. Two of the women were a few paces behind me. One said to the other, just loud enough for me to hear, "Use the stairs you dufus! Must be an accountant."</p>
<p>What the woman didn’t know is that I am an engineer and as an engineer I am analytical. She also didn’t know that I have plenty of hotel and office building fire stairs experience. I know that using the fire stairs is not a cut and dried exercise, particularly in an older building that is designed like a rabbit warren. I was simply making sure I went straight to my room. I did not want any failed attempts.</p>
<p>Yes, I got angry. No, I did not say anything. I simply ignored her and went about my business in the pleasant knowledge that the perpetrator must be a big "assumer" and therefore has had, and will continue to have, many unpleasant surprises in her life.</p>
<p>Natural tendencies like <a href="https://www.bryanwhitefield.com.au/blog/bryans-blog-face-ism/" target="_blank" rel="noopener">Face-ism</a> and experienced-based tendencies like <a href="https://www.bryanwhitefield.com.au/blog/bryans-blog-risk-ism-and-the-commonwealth-bank/" target="_blank" rel="noopener">Risk-ism</a> that I have written about recently are perceptions that lead to certain assumptions. In my Persuasive Advisor Program, I like to highlight the risk assumptions pose to people’s decision making. How to identify them and how to break them down. Here is an old blog of mine about <a href="https://www.bryanwhitefield.com.au/blog/risk-e-views-vol-3-november-2010-breaking-down-assumptions/" target="_blank" rel="noopener">breaking down assumptions in a risk workshop</a>.</p>
<p>To finish, as the old saying goes, “Never <em>ass-u-me</em> as you will make an <em>ass</em> out of <em>u</em> and <em>me</em>!”</p>
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<p><a href="https://www.bryanwhitefield.com.au/">https://www.bryanwhitefield.com.au/</a></p>
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<p></p>marcus evans to Host the 4th Edition Leveraged Lending in the Shifting Regulatory Environment Conference on November 29-December 1, 2017 in New York, NYtag:globalriskcommunity.com,2017-08-11:5112778:BlogPost:2343722017-08-11T16:09:21.000ZAmanda Pinkhttp://globalriskcommunity.com/profile/AmandaPink
<p><b>marcus evans</b> will host the <b>4<sup>th</sup> Edition Leveraged Lending in the Shifting Regulatory Environment Conference on November 29-December 1, 2017 in New York, NY</b>. This interactive meeting will provide you with best strategies to optimize your leveraged lending strategies in the current competitive environment. Take away insights for risk appetite setting, funding and regulatory compliance to increase profitability of leveraged loans.</p>
<p><b>Walk Away with Practical,…</b></p>
<p><b>marcus evans</b> will host the <b>4<sup>th</sup> Edition Leveraged Lending in the Shifting Regulatory Environment Conference on November 29-December 1, 2017 in New York, NY</b>. This interactive meeting will provide you with best strategies to optimize your leveraged lending strategies in the current competitive environment. Take away insights for risk appetite setting, funding and regulatory compliance to increase profitability of leveraged loans.</p>
<p><b>Walk Away with Practical, Actionable Insights that will allow you to:</b></p>
<ul>
<li><b>Gain</b> clarity on the Interagency Guidance</li>
<li><b>Improve</b> underwriting standards to better comply with the regulations</li>
<li><b>Understand</b> how peers are managing loans in different sectors</li>
<li><b>Identify</b> key trends and challenges in specific products and sectors</li>
<li><b>Discuss</b> how to calculate risk appetite</li>
<li><b>Innovate</b> new products to remain competitive in the market</li>
</ul>
<p><b>Key Speakers Include:</b></p>
<ul>
<li><b>Christopher Wood</b>, Managing Director, Head of Syndicated &amp; Leveraged Finance, <b>SunTrust Robinson Humphrey</b></li>
<li><b>Saad Aslam</b>, Executive Vice President, Independent Risk Management, <b>PNC Bank</b></li>
<li><b>Chris Droussiotis</b>, Managing Director, Head of Leveraged, Sponsor &amp; Structured Finance, <b>Sumitomo Mitsui Banking Corporation</b></li>
<li><b>Patrick Brocker</b>, Senior Managing Director, <b>Peapack-Gladstone Bank</b></li>
<li><b>Heather Mosbacher Reiner</b>, Director, <b>William Blair &amp; Company</b></li>
<li><b>Nitin Sharma</b>, Managing Director, <b>CIT Bank N.A.</b></li>
</ul>
<p>For more information, please visit: <a href="http://bit.ly/2uvNFfc">http://bit.ly/2uvNFfc</a> or you can contact Amanda Pink at <a href="mailto:amandap@marcusevansch.com?subject=Agenda%20Request:%2012th%20Annual%20Liquidity%20Management%20(Supply%20Chain%20Brain)">amandap@marcusevansch.com</a></p>
<p><b><i>marcus evans</i></b> <i>conferences annually produce over 2,000 high quality events designed to provide key strategic business information, best practice and networking opportunities for senior industry decision-makers. </i></p>India's Demonetisation of Rs1000 and Rs500 denominations; Incremental Cash Flow into the Banking Systemtag:globalriskcommunity.com,2017-08-11:5112778:BlogPost:2342612017-08-11T13:53:25.000ZKANNAN SUBRAMANIAN RAMAKRISHNANhttp://globalriskcommunity.com/profile/KANNANSUBRAMANIANRAMAKRISHNAN
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<p><span>Dear Friends,</span></p>
<p><span>You may be aware that the Government of India demonetised the highest two denomination bills of INR1000/- and INR500/- on 8th November 2016. Whilst, the usage of demonetisation as a tool to fight corruption and money laundering is debatable, the Indian case study, as per a Reserve Bank of India memo released on 11th August 2017 mentions that an estimated INR2.8 to INR 4.3 Trillion flowed incrementally (money kept outside the banking system)…</span></p>
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<p><span>Dear Friends,</span></p>
<p><span>You may be aware that the Government of India demonetised the highest two denomination bills of INR1000/- and INR500/- on 8th November 2016. Whilst, the usage of demonetisation as a tool to fight corruption and money laundering is debatable, the Indian case study, as per a Reserve Bank of India memo released on 11th August 2017 mentions that an estimated INR2.8 to INR 4.3 Trillion flowed incrementally (money kept outside the banking system) into the banking system. Circa INR64=1-USD.</span></p>
<p><span><a href="https://www.rbi.org.in/Scripts/MSM_Demonetisation.aspx">https://www.rbi.org.in/Scripts/MSM_Demonetisation.aspx</a></span></p>
<p><span> </span></p>
<p><span>There are costs associated to demonetisation and that includes loss of jobs in the unorganised sector. On 10th August 2017, media reported that the dividend paid by Reserve Bank of India dropped very significantly and one of the causes for the drop idemonetisation.</span></p>
<p><span><a href="http://economictimes.indiatimes.com/news/economy/finance/reserve-bank-of-india-dividend-to-government-halves-to-rs-30659-crore/articleshow/60006433.cms">http://economictimes.indiatimes.com/news/economy/finance/reserve-bank-of-india-dividend-to-government-halves-to-rs-30659-crore/articleshow/60006433.cms</a></span></p>
<p><span> </span></p>
<p><span>There are also other costs such as slowdown of economic activity, drop in productivity (disruptive) that need to be taken into consideration. The estimation of these costs are not easy.</span></p>
<p><span> </span></p>
<p><span>On balance, bearing in mind FATF (<a href="http://www.fatf.org">www.fatf.org</a>) recommendations, Demonetisation is not a Risk based AML-CTF approach. It has been used a few time by countries fighting Very High Inflation and the value of the domestic currency is severely eroded. India has managed to pull through the first 8-months of demonetisation pretty well. The core elements (risk based approach) in the war against Money Laundering &amp; Financing of terrorism are (a) Transparency, Accountability and Audit of Political Funding and functioning of political parties (b) Trade based laundering &amp; Organised Crime (c) Accountability of Gateway keepers i.e. Accountants&amp;Auditors, Lawyers, Registrars (companies, charities, properties and others) (d) Accountability of Regulators - Insider Trading, Conflict of Interest (e) Minimising the use of Anonymous (including bearer instruments and crypt currencies) assets in the economy. (Demonetisation has helped in shifting the focus on digital payments).</span></p>
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<p><span>Money Laundering and Financing of Terrorism are intertwined. Laundered funds flows through the weakest channel. The twins risks are Real and Present danger for all of us.</span></p>
<p></p>Hiring the Right People is at the Root of Building a Great Organizationtag:globalriskcommunity.com,2017-08-11:5112778:BlogPost:2340792017-08-11T12:00:49.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/WblEDrXR0e*w65xbV*VslvXFK5UyUMDJZLGRHS2WnxImUa3I4buC*JyG9AgwGN83tl*mfa1598mfBYTo5LmqyNwdBOV0AZFj/Recruiting.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/WblEDrXR0e*w65xbV*VslvXFK5UyUMDJZLGRHS2WnxImUa3I4buC*JyG9AgwGN83tl*mfa1598mfBYTo5LmqyNwdBOV0AZFj/Recruiting.jpg?width=300" width="300"></img></a></p>
<p>Great people make great organizations. This is universally true, no matter what kind of business the organization does, and what its size. Having great people in organizations is like a sportsman having an optimum level of fitness. Just like how injuries or illnesses impede her ability to compete; the same…</p>
<p><a href="http://api.ning.com:80/files/WblEDrXR0e*w65xbV*VslvXFK5UyUMDJZLGRHS2WnxImUa3I4buC*JyG9AgwGN83tl*mfa1598mfBYTo5LmqyNwdBOV0AZFj/Recruiting.jpg" target="_self"><img src="http://api.ning.com:80/files/WblEDrXR0e*w65xbV*VslvXFK5UyUMDJZLGRHS2WnxImUa3I4buC*JyG9AgwGN83tl*mfa1598mfBYTo5LmqyNwdBOV0AZFj/Recruiting.jpg?width=300" width="300" class="align-full"/></a></p>
<p>Great people make great organizations. This is universally true, no matter what kind of business the organization does, and what its size. Having great people in organizations is like a sportsman having an optimum level of fitness. Just like how injuries or illnesses impede her ability to compete; the same goes for mediocre people in organizations.</p>
<p>We can consider great people in organizations to be a powerful, well-turned engine in a vehicle that is set to take part in a race. The vehicle has a solid chance of winning when it runs on such an engine, but the opposite is equally true when it is expected to race having a bad engine.</p>
<p><b>Multifold benefits of hiring the right people</b></p>
<p>The reasons for which organizations need great people are obvious: The organization brims with energy, spirit, enthusiasm and excellence. Great people are defined by their creativity, innovativeness and the quality they bring into work. Because of these, the organization is able to deliver better results.</p>
<p>Even though it is the intention of all organizations to hire great people, sometimes, they end up making hiring mistakes. This may not be a deliberate mistake on the part of HR or management, for no organization likes to hire people with below par abilities, but it is just that hiring managers fail to put the emphasis, effort, direction, and focus and planning into the hiring.</p>
<p>Most bad hiring decisions are made because hiring managers are not fully aware of the importance of getting the most appropriate, best suited and most brilliant people on board. The hire’s credentials sometimes don’t match with the needs and requirements of the organization. This mismatch is the recipe for disaster.</p>
<p><b>Opportunity to learn the skills needed for hiring the right fit</b></p>
<p>Want to understand the proper ways of making the right hiring decisions in order to get that elusive perfect fit? This is the lesson a highly valuable and entertaining training session from TrainHR, a leading provider of professional trainings for the human resources industry, will be offering. At this webinar, David Rohlander, author of Amazon-bestselling book, <i>The CEO Code</i> and <i>Idiot's Guides: Management Skills</i>, published by Alpha Books/Penguin in November 2014, will be the speaker.</p>
<p>Interested in understanding what perspective this illustrious speaker/author brings into how to hire great people? Then, please enroll for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701824LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a>. Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Learning on all the elements of hiring right</b></p>
<p>At this session, David will show the importance of adapting hiring techniques for attracting the best talents to fill each position in a company. A proper hiring process leads to a quality fit, as a result of which everyone in the organization benefits. David will show the ways of doing this to hire great people.</p>
<p>The critical elements, practices and insights for how to hire the best people will be imparted at this session. The skills taught at this webinar will make the job of hiring high quality people for organizations easier and more effective. Participants will learn how to improve the organization with great hires. The speaker will help them to master the techniques needed for this with practical examples.</p>
<p>People in critical roles, such as CEO's, Presidents, Vice Presidents, Leaders, Managers and Supervisors, as well as those who have been identified as Future Leaders within an organization will benefit immensely from this training session.</p>
<p>David will cover the following areas at this webinar:</p>
<ul>
<li>How to Find Great People</li>
<li>How to Qualify Candidates</li>
<li>How to Select, Interview and Evaluate</li>
<li>The Best Way to Use Assessments, Tests and Exercises</li>
<li>Designing a Hiring Process that Works</li>
<li>Effective Communication from Start to Finish.</li>
</ul>Cultivating Your Strategic Thinking - Free book Download or pay $18,95 on Amazontag:globalriskcommunity.com,2017-08-10:5112778:BlogPost:2340752017-08-10T11:58:31.000ZBoris Agranovichhttp://globalriskcommunity.com/profile/BorisAgranovich
<h4 class="js-post-title post-title"><strong><a href="https://mediaexplorers.lpages.co/competing-to-win-book/" target="_blank"><img class="align-left" src="http://api.ning.com:80/files/n--bYDgNKr9NuI4rD0NwMS8ccpl4v8pB4kTDwyXnTWRNOZf-XgqjfTLvyx8VigVTSbx8WT0Nc96ZDHWw57NivPV1wDUlPcsp/competingToWin.jpg?width=333" width="333"></img></a> <br></br></strong></h4>
<p class="js-post-body post-body">In his book, “The Wisdom Chronicles: Competing to Win”, Dr. Ted Marra made the point that the success of virtually all organizations comes down to the relentless focus on a vital few factors. The unfortunate truth is that most senior executives are clueless about what they are.<br></br><br></br>Dr. Marra agreed…</p>
<h4 class="js-post-title post-title"><strong><a href="https://mediaexplorers.lpages.co/competing-to-win-book/" target="_blank"><img src="http://api.ning.com:80/files/n--bYDgNKr9NuI4rD0NwMS8ccpl4v8pB4kTDwyXnTWRNOZf-XgqjfTLvyx8VigVTSbx8WT0Nc96ZDHWw57NivPV1wDUlPcsp/competingToWin.jpg?width=333" width="333" class="align-left"/></a><br/></strong></h4>
<p class="js-post-body post-body">In his book, “The Wisdom Chronicles: Competing to Win”, Dr. Ted Marra made the point that the success of virtually all organizations comes down to the relentless focus on a vital few factors. The unfortunate truth is that most senior executives are clueless about what they are.<br/><br/>Dr. Marra agreed to offer his book 'The Wisdom Chronicles: Competing to Win' for complimentary download for members of Global Risk Community (it is a short book) via the following link: <a class="js-link post-link" href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fmediaexplorers%2Elpages%2Eco%2Fcompeting-to-win-book%2F&amp;urlhash=y_8N&amp;_t=tracking_anet" target="_blank">https://mediaexplorers.lpages.co/competing-to-win-book/</a><br/><br/>Attention: the complimentary download is available for the short period of time only.</p>The Endless “Born or Made” Debate about Leadershiptag:globalriskcommunity.com,2017-08-10:5112778:BlogPost:2343622017-08-10T09:47:11.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/lxmBRUh*epWWzyXIeFzS3DpcOwg3X2baQDQEQ8G0rpu-tG6bOZWnwqvoOwRlyINS3xnGLoQQVm6RJ6UzxX4WGESfnUyR42uu/leadership_600x280.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/lxmBRUh*epWWzyXIeFzS3DpcOwg3X2baQDQEQ8G0rpu-tG6bOZWnwqvoOwRlyINS3xnGLoQQVm6RJ6UzxX4WGESfnUyR42uu/leadership_600x280.jpg?width=300" width="300"></img></a></p>
<p>Leadership, as we all know well, is the biggest factor in an organization. It is the most significant ingredient in an organization’s success or failure. An organization is known by its leadership ability, just as a nation, too, is known by it. Some organizations, like nations, have shown exemplary…</p>
<p><a href="http://api.ning.com:80/files/lxmBRUh*epWWzyXIeFzS3DpcOwg3X2baQDQEQ8G0rpu-tG6bOZWnwqvoOwRlyINS3xnGLoQQVm6RJ6UzxX4WGESfnUyR42uu/leadership_600x280.jpg" target="_self"><img src="http://api.ning.com:80/files/lxmBRUh*epWWzyXIeFzS3DpcOwg3X2baQDQEQ8G0rpu-tG6bOZWnwqvoOwRlyINS3xnGLoQQVm6RJ6UzxX4WGESfnUyR42uu/leadership_600x280.jpg?width=300" width="300" class="align-full"/></a></p>
<p>Leadership, as we all know well, is the biggest factor in an organization. It is the most significant ingredient in an organization’s success or failure. An organization is known by its leadership ability, just as a nation, too, is known by it. Some organizations, like nations, have shown exemplary <a href="https://www.trainhr.com/control/challenge-of-leadership">leadership</a> at times of crisis to steer the team out of trouble. Many leaders have gone down in history for taking momentous decisions.</p>
<p>While there is no doubt about the role and importance of leadership to an organization; the big debate in management, psychology, social, academic and many other circles is this: Is leadership born, or is it made? The starting point of this debate is almost impossible to ascertain. It is perhaps as old as leadership itself. It is not likely to end till as long as the human race continues to produce leaders, analysts, debaters and academicians!</p>
<p><b>Subjective and difficult to determine</b></p>
<p>While the topic of whether leadership is innate or inculcated is one of the highly dividing and polarizing debates that we can get to see; it is interesting to see that the distinguishing lines are often blurred. It is not always possible to arrive at black and white answers to a grey question such as this. There is no outright winner in a debate on a topic of this nature.</p>
<p>While people who argue that leaders are born are forthright in their assertion about their thinking and back their viewpoint with examples, statistics and the like; the other side of the camp is equally convinced about its own perspective, being equally strong in its articulation that leaders can be made.</p>
<p><b>Get a fresh perspective on the topic</b></p>
<p>Want to take the debate farther and try to understand the interplay between natural and imbibed leadership abilities, or what one may consider the debate between nature and nurture? An interesting and highly perceptive, entertaining learning session from TrainHR, a leading provider of professional trainings for the HR industry, will bring forth many aspects of this debate.</p>
<p>Harold P. Brull, a licensed psychologist and has taught industrial/organizational psychology at the undergraduate and graduate levels for 17 years and served as Senior Vice-President of Personnel Decisions International (PDI), now Korn Ferry Leadership Consulting, for 36 years, during which he has designed selection processes and systems for over 1,000 organizations ranging from ford Motor Company to the Peace Corps; will be the speaker at this webinar.</p>
<p>Want to understand the perspectives on the born vs. made leadership that this senior leadership professional brings? Then, please attend this webinar, to do which all that is needed is logging on to <a href="http://www.trainhr.com/control/w_product/~product_id=701786LIVE?globalriskcommunity-SEO" target="_blank">TrainHR</a></p>
<p>Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Discussion of the elements of leadership</b></p>
<p>It is just that some people slide into leadership roles much more easily and naturally than many others. It is not that the others cannot do the same, but it is just that they are not at as much ease in doing this. This is the triggering point of the debate about whether leadership is born or made. Why or how is it that some people get it more naturally and more easily than many others, despite starting at the same point and despite being of the same sociocultural, economic or educational background?</p>
<p>At this webinar, Harold will give participants an increased understanding of what constitutes effective leadership and what others expect of those they follow. He will examine how organizations develop their leaders in order to compete successfully in the global marketplace. This webinar will examine leadership from a variety of perspectives, focusing on how leadership has been studied and how organizations have attempted to develop leadership talent.</p>
<p>This session is of high utility to anyone who aspires to leadership position, anyone who wants to understand themselves and their bosses better, anyone wanting to understand how nature and nurture interact in terms of leadership, and anyone interested in developing their own leadership skills.</p>
<p>Harold will cover the following areas at this webinar:</p>
<ul>
<li>Why Leadership Matters</li>
<li>The History of Identifying Leaders</li>
<li>The Interplay between Nature and Nurture</li>
<li>The Distinction between <a href="https://www.trainhr.com/control/leadership-and-knowledge-management">Leadership and Management</a></li>
<li>What Matters to Followers</li>
<li>How Organizations view Leadership</li>
<li>Research on Leadership Effectiveness</li>
<li>What's needed for tomorrow's world? </li>
</ul>Wells Fargo Data Breach: The Saga Continues (Part 1)tag:globalriskcommunity.com,2017-08-09:5112778:BlogPost:2342522017-08-09T13:30:00.000ZSteven Minskyhttp://globalriskcommunity.com/profile/StevenMinsky
<p><a href="http://api.ning.com:80/files/pnV8bROsxusSZi6609e7m2rbAEeJVmpgTKmMEq71DDn2qgX--8wN0rtJQW8yJB9m*aG3rP5Kxw-gndQyDlUebkecv0jKEYAC/13754115715_e8aea222d7_b.jpg" target="_self"><img class="align-right" src="http://api.ning.com:80/files/pnV8bROsxusSZi6609e7m2rbAEeJVmpgTKmMEq71DDn2qgX--8wN0rtJQW8yJB9m*aG3rP5Kxw-gndQyDlUebkecv0jKEYAC/13754115715_e8aea222d7_b.jpg?width=200" width="200"></img></a> In a recent <a href="http://garp.org/#!/risk-intelligence/culture-governance/conduct-ethics/a1Z40000003PXEU">interview</a> I had with business journalist L.A. Winokur regarding the <a href="http://www.logicmanager.com/erm-software/2016/09/20/wells-fargo-scandal-risk-management/">Wells Fargo…</a></p>
<p><a href="http://api.ning.com:80/files/pnV8bROsxusSZi6609e7m2rbAEeJVmpgTKmMEq71DDn2qgX--8wN0rtJQW8yJB9m*aG3rP5Kxw-gndQyDlUebkecv0jKEYAC/13754115715_e8aea222d7_b.jpg" target="_self"><img src="http://api.ning.com:80/files/pnV8bROsxusSZi6609e7m2rbAEeJVmpgTKmMEq71DDn2qgX--8wN0rtJQW8yJB9m*aG3rP5Kxw-gndQyDlUebkecv0jKEYAC/13754115715_e8aea222d7_b.jpg?width=200" width="200" class="align-right"/></a>In a recent <a href="http://garp.org/#!/risk-intelligence/culture-governance/conduct-ethics/a1Z40000003PXEU">interview</a> I had with business journalist L.A. Winokur regarding the <a href="http://www.logicmanager.com/erm-software/2016/09/20/wells-fargo-scandal-risk-management/">Wells Fargo cross-selling scandal</a>, I made a prediction: “Once the dust of this scandal settles, perhaps in two or three years, Wells Fargo will remain vulnerable in other areas of its operations to risk management failures.”</p>
<p>Low and behold, the only part I didn’t get right was the timeline. In less than a year of paying $185 million in penalties, the largest fine ever levied by the CFPB, the bank finds itself in headline news for yet <a href="https://www.americanbanker.com/articles/wells-fargo-said-to-get-regulatory-questions-after-breach">another scandal</a>: this time, a leak of personal identifiable information for over 50,000 accounts’.</p>
<p>I predicated this outcome because I have always maintained that if a company does not address the <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-identification/">root cause</a> of a failure in risk management, the problem is not solved, and other scandals with the same root cause will arise again and again.</p>
<p>Wells Fargo and their customers have fallen victim to ineffective risk management, brought on by <a href="http://www.logicmanager.com/erm-software/2017/04/25/good-governance/">poor governance</a>. After a <a href="https://newsroom.wf.com/press-release/community-banking-and-small-business/wells-fargo-board-releases-findings-independent">6-month independent board committee investigation</a> into the root cause of their cross-selling scandal, the bank found ineffective governance structures and poor risk management processes to be at the heart of the problem. However, after identifying these factors, the Wells Fargo board did very little to materially change their operations, culture, and leadership in way that would better protect their employees, customers, and shareholders.</p>
<p>Let’s look at Wells Fargo’s original scandal with an eye towards how their failure to mitigate the root cause of their risk led to the bank’s most recent headlines.</p>
<h2><strong> </strong></h2>
<h2><strong>Failed Risk Identification Causes Wells Fargo Cross-Selling Scandal</strong></h2>
<p></p>
<p>In 2013, rumors circulated that Wells Fargo employees were engaging in aggressive sales tactics to meet their daily cross-selling targets. It began with 30 employees in San Francisco fired for opening new accounts and issuing debit or credit cards without customer knowledge. One <a href="https://corpgov.law.harvard.edu/2016/12/19/the-wells-fargo-cross-selling-scandal/">Wells Fargo spokesman said</a>, “We found a breakdown in a small number of our team members. Our team members do have goals. And sometimes they can be blinded by a goal.”</p>
<p>Of course, as we now know, this was no small breakdown. Over five years, 2 million false accounts were created.</p>
<p>As the investigation unfolded, it became clear that Wells Fargo was reluctant to admit that this issue was systemic, stemming from poor culture and ineffective monitoring of separation of duties. Former <a href="https://corpgov.law.harvard.edu/2016/12/19/the-wells-fargo-cross-selling-scandal/">CFO Tim Sloan stated</a>, “I’m not aware of any overbearing sales culture,” and proceeded to list the “multiple controls” Wells Fargo had in place to prevent abuse such as the employee handbook and a whistleblower program to notify senior management of violations.</p>
<p>The bank evidently maintained that the fault lay with their front-line employees’ inability to adhere to these protocols, as 5,300 front-line employees were fired, while retail banking head Carrie Tolstedt retired with a pay package valued at <a href="https://corpgov.law.harvard.edu/2016/12/19/the-wells-fargo-cross-selling-scandal/">$124.6 million</a>.</p>
<p>But as director of the Consumer Financial Protection Bureau <a href="https://corpgov.law.harvard.edu/2016/12/19/the-wells-fargo-cross-selling-scandal/">Richard Cordray asserted</a>, the bank failed “to monitor its program carefully, allowing thousands of employees to game the system and inflate their sales figures to meet their sales targets”</p>
<p>Ultimately, Wells Fargo built a cross-selling program that forced people into a bad situation. Companies should never put employees in the position of choosing between themselves and the customer. There is nothing inherently wrong with ambiti</p>
<p>ous sales goals, as long as there are systems in place to ensure the customer and the employee are secure. In this case however, sales employees had the ability to directly open false accounts, thereby enabling them to disturb the customer’s security.</p>
<p>Herein lies the root cause of the scandal: separation of duties and access rights. Yes, the sales culture was extreme, and the pressure high. But employees tasked with these sales goals should not have been the same employees in charge of opening new accounts, and should not have had the access rights to do so. If these duties and access rights fell under employees that would not have benefited from the creation of these accounts, then there would be no incentive to create them, no conflict of interest, and this scandal would have never occurred.</p>
<h2><strong> </strong></h2>
<h2><strong>Failed Risk Mitigation Causes Wells Fargo Data Leak</strong></h2>
<p></p>
<p><a href="http://garp.org/#!/risk-intelligence/culture-governance/conduct-ethics/a1Z40000003PXGV">Wells Fargo later admitted</a> that to prevent this risk and others from recurring, it needs to strengthen its risk management program. And yet, their latest scandal reveals that they have not yet taken sufficient action to uncover the root cause of their risk.</p>
<p>The bank is attracting <a href="https://www.americanbanker.com/articles/wells-fargo-said-to-get-regulatory-questions-after-breach">renewed scrutiny</a> after an unauthorized release of tens of thousands of clients’ information. The data breach began as a financial squabble between a pair of brothers, Gary and Steven Sinderbrand, who formerly worked at the company together. Gary Sinderbrand’s lawyer had been inquiring about documents related to the fees Sinderbrand was allegedly not paid when he received a trove of 50,000 account numbers, names, addresses, and social security numbers.</p>
<p>The data was sent by Wells Fargo’s representation Angela Turiano without a protective order or confidentiality agreement between the parties. Turiano asked for the data back after she was informed of the breach.</p>
<p>How does this relate back to the original cross-selling scandal? <a href="http://www.logicmanager.com/erm-software/knowledge-center/best-practice-articles/risk-identification/">Root cause</a>. Wells Fargo is again guilty of their failure to implement systems that ensure appropriate separation of duties and access rights.</p>
<p>Although it is her responsibility to facilitate communication between legal parties, it should not be within Turiano’s access rights and duties to obtain or even view records with the personal identifiable information attached, as this information does not relate to the evidence Sinderbrand’s lawyer was seeking.</p>
<p>If Wells Fargo had implemented an <a href="http://www.logicmanager.com/erm-software/product/risk-based-process/">ERM framework</a> that implemented stronger governance structures and placed priority on identifying and mitigating the root cause of risks, they would have avoided this data breach.</p>
<p>Until the company realizes that they aren’t doing enough to fill the major gaps in their <a href="http://www.logicmanager.com/grc-software/risk-management/">risk management program</a>, they will continue to put their customers at risk and suffer the reputational damage of doing so.</p>
<p>For in the time it took me to write this article, Wells Fargo yet again dominated headlines again for tacking on <a href="http://nypost.com/2017/07/31/wells-fargo-duped-thousands-of-car-owners-into-unneeded-insurance-suit/">$80 million in insurance charges</a> to the accounts of 800,000 auto loan customers.</p>
<p></p>
<p><a href="http://www.logicmanager.com/ebook-5-steps-for-better-risk-assessments/"><b><i>Download this complementary eBook</i></b></a> <b><i>to learn how you can leverage stronger risk assessments to keep your company out of the news and protect your reputation. </i></b></p>Best Practices for Dealing with Workplace Violencetag:globalriskcommunity.com,2017-08-09:5112778:BlogPost:2343512017-08-09T10:46:41.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/ugtmwSVokSbDzoUr2LBza1ZOWkrPjW0vAKy1aBFFWv0Ql6HpDDiMp-bYWl1a2AMUINT3Q6LlOlbe02HcycHRHxNbNhmXNzWE/images5.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/ugtmwSVokSbDzoUr2LBza1ZOWkrPjW0vAKy1aBFFWv0Ql6HpDDiMp-bYWl1a2AMUINT3Q6LlOlbe02HcycHRHxNbNhmXNzWE/images5.jpg" width="236"></img></a></p>
<p>Workplace violence is one of the most serious issues facing the American workforce. Workplace violence manifests itself in a multitude of ways. Threatening to carry out or carrying out an act of physical violence, intimidating, harassing or disrupting the activities of colleagues at the workplace come under…</p>
<p><a href="http://api.ning.com:80/files/ugtmwSVokSbDzoUr2LBza1ZOWkrPjW0vAKy1aBFFWv0Ql6HpDDiMp-bYWl1a2AMUINT3Q6LlOlbe02HcycHRHxNbNhmXNzWE/images5.jpg" target="_self"><img src="http://api.ning.com:80/files/ugtmwSVokSbDzoUr2LBza1ZOWkrPjW0vAKy1aBFFWv0Ql6HpDDiMp-bYWl1a2AMUINT3Q6LlOlbe02HcycHRHxNbNhmXNzWE/images5.jpg" width="236" class="align-full"/></a></p>
<p>Workplace violence is one of the most serious issues facing the American workforce. Workplace violence manifests itself in a multitude of ways. Threatening to carry out or carrying out an act of physical violence, intimidating, harassing or disrupting the activities of colleagues at the workplace come under the definition of workplace violence.</p>
<p>Occupational Safety and Health Administration (OSHA) estimates that up to two million Americans get affected by violence at the workplace, an alarming piece of statistics for one of the world’s most highly developed nations, in which the workplace is central to most peoples’ lives.</p>
<p><b>Mixed picture of workplace violence statistics</b></p>
<p>Since general awareness about workplace violence went on the ascendant in the 1980’s, there has been a remarkable dip in the incidence of workplace homicide, which is surely the most serious form of workplace. Killing a colleague over a difference at work is certainly the most barbaric form of workplace violence.</p>
<p>OSHA put the number of workplace homicide for 2014 at just over 400, which, although is a figure that has been steadily falling over the years; is not negligible. The bad news, however, is that other forms of workplace violence, such as intimidation, discrimination, bullying, hostility, and harassment, have been steadily rising over these few years.</p>
<p><b>Workplace violence is not taken seriously enough by employers</b></p>
<p>The tragedy about workplace violence is that a majority of the cases go unreported. As much as 60% of crimes committed against women at the workplace didn’t get to the enforcement agencies in the form of complaints between 1993 and 1999.</p>
<p>What is of equal worry is that nearly half of corporate executives don’t consider workplace violence as being serious enough to warrant intervention. Two thirds of American executives do not believe that workplace violence will create a negative impact on their budgets.</p>
<p>Many organizations are far behind in taking measures aimed at tackling workplace violence. Organizations need to identify the factors that precipitate and trigger workplace violence. Some of the most common factors that are directly linked to workplace violence include:</p>
<ul>
<li>Confrontational behavior of a few employees</li>
<li>Exchange of money, which could lead to bitterness that could turn into violence</li>
<li>Serving alcohol in the office premises</li>
<li>Targeting people who work in lonely or remote locations at odd hours</li>
<li>Women at the workplace, who are vulnerable to becoming targets of workplace violence</li>
</ul>
<p><b>Completely outmoded laws</b></p>
<p>A major problem facing the American workplace today is that most laws and methods of dealing with workplace violence are pretty outdated. Many organizations continue to be governed by rules that were made when workplaces were vastly different from those that we see today. The workplace before the advent of the New Economy was far different. Cybercrime, for instance, was unborn a few decades ago. Another of the outlets for initiating workplace violence, the social media, was also not born at the time of formulation of many of the laws that govern many organizations. Yet, the laws and rules on workplace violence have failed to keep pace.</p>
<p><b>Complete learning on dealing with workplace violence</b></p>
<p>So, how do organizations deal with workplace violence in the current scenario? All these aspects of how they can do it will be the learning a highly valuable, yet entertaining webinar from TrainHR, a leading provider of professional trainings for the healthcare industry, will be offering.</p>
<p>This webinar will have Dr. Gerard Lewis, an international consultant and trainer, who has worked with national and international government agencies, healthcare facilities, educational institutions and private businesses on a wide range of work, behavioral health and organizational issues; as speaker.</p>
<p>In order to gain full understanding of the area of workplace violence and to get an understanding of the ways of dealing with it, please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701797LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a></p>
<p>Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Updating policies to stay current</b></p>
<p>Dr. Lewis will show how organizations can stay current with their policies and protocols to include workplace violence as a major part of the agenda. He will offer a comprehensive overview of best practices for organizational hostility mitigation and the role of HR.</p>
<p>Participants will be able to understand best practices for responding to workplace hostility, be able to provide policies, procedures and programs to their client-organizations, know the current changes in statistics as well as terminology relative to this ongoing issue, and understand how and when to provide psychological interventions around workplace hostility incidents.</p>
<p>The following areas will be covered at this webinar:</p>
<ul>
<li>A brief overview of statistical trends</li>
<li>Updated definitions of violence, hostility, bullying, weapons, harassment, etc.</li>
<li>Sample policies for Workplace Hostility Mitigation Policy</li>
<li>Strategies to handle restraining/protective orders</li>
<li>An understanding of how to provide psychological interventions around a workplace hostility incident</li>
<li>Identifying the “at risk” employee and how to intervene</li>
<li>When to get a fitness for duty evaluation, what to expect from the evaluation and the role of the HR</li>
<li>Case examples. </li>
</ul>Guarding against Ransomwaretag:globalriskcommunity.com,2017-08-08:5112778:BlogPost:2342422017-08-08T09:49:20.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p>Ransomware is a malicious software that attacks the vital IT systems of organizations. Most ransomware attacks come in the form of normal mails, eliciting that the user open an attachment. When unsuspecting employees or individuals do so, the virus blocks their access to files in the system. The attackers unlock or release the access to the files only when the ransom, usually in the form of money, is transferred to their account through surreptitious means. Hence the name.</p>
<p>Typically,…</p>
<p>Ransomware is a malicious software that attacks the vital IT systems of organizations. Most ransomware attacks come in the form of normal mails, eliciting that the user open an attachment. When unsuspecting employees or individuals do so, the virus blocks their access to files in the system. The attackers unlock or release the access to the files only when the ransom, usually in the form of money, is transferred to their account through surreptitious means. Hence the name.</p>
<p>Typically, people who operate ransomware hold sensitive personal and organizational date to ransom. Sometimes, they could even seek just information and not money in return for releasing the files. This adds to the complexity and variety of the issue.</p>
<p><b>The size of the organization is not a criterion for a ransomware attack</b></p>
<p>The traditional belief has been that small organizations are vulnerable to ransomware attacks. However, the recent WannaCry attack has demonstrated that the reach and power of such cyberattacks are wider and stronger than believed. If governmental organizations such as the UK’s National Health Service could be targeted, one can imagine the fate of smaller organizations. This recent WannaCry attack also showed the particular penchant that these attackers have for assailing data related to health. It is true that in the US, health information commands a higher price in the black market than even social security and credit card information.</p>
<p>This, however, is not to suggest that other sector need to be complacent and develop a sense of false security. Just any organization, doing a business of any kind, located in any part of the world, and of any size, could be a potential target for ransomware attacks. If this were not to be the case; the estimated loss that organizations around the world suffer on account of ransomware attacks would not be amounting to around the $ 3.5 trillion annually that they currently do.</p>
<p><b>Learning on how to prevent ransomware</b></p>
<p>Given the nature and intensity of the problem, and considering that almost any and every PC, laptop, tablet or mobile –i.e., just about any device –could be a source of a ransomware attack; how do organizations deal with an issue as big and serious as this?</p>
<p>The ways of learning to spot a ransomware attack and preventing it will be the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will offer. Paula Pierce<b>,</b> an Austin, Texas attorney who provides legal services to identity theft victims, has authored numerous publications for victims of identity theft and for attorneys and is a frequent speaker on identity theft and financial fraud, and previously founded a regional legal services program for victims of identity theft and financial fraud; will be the speaker at this webinar. </p>
<p>Want to understand how to tackle ransomware? Please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701822LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a> to benefit from Paula's rich experience in this area. Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p>In this highly relevant session on this very pertinent topic, Paula will cover the following areas:</p>
<ul>
<li>What is Malware?</li>
<li>What is Ransomware?</li>
<li>How does Ransomware Work?</li>
<li>How can Employees Recognize Potential Malware?</li>
<li>What should Employees do when they see Potential Malware?</li>
<li>What should you do if you become the victim of a Ransomware Attack?</li>
</ul>
<p> </p>Risk-ism and the Commonwealth Banktag:globalriskcommunity.com,2017-08-07:5112778:BlogPost:2341422017-08-07T23:29:49.000ZBryan Whitefieldhttp://globalriskcommunity.com/profile/BryanWhitefield
<p><a href="http://api.ning.com:80/files/KQbCB8kIJVYvBfKz5CZw3DByIRPsfM25eOcBTGCwPC*oQ-a*WO3kKkmV6ICdycUdeJuqCaSzzv-*BvdgJ8WI2dQ-yKPLkrEO/Dracula.jpg" target="_self"><img class="align-right" height="239" src="http://api.ning.com:80/files/KQbCB8kIJVYvBfKz5CZw3DByIRPsfM25eOcBTGCwPC*oQ-a*WO3kKkmV6ICdycUdeJuqCaSzzv-*BvdgJ8WI2dQ-yKPLkrEO/Dracula.jpg?width=750" width="358"></img></a></p>
<p>Last week I wrote about <a href="https://www.bryanwhitefield.com.au/blog/bryans-blog-face-ism/" rel="noopener" target="_blank">Face-ism</a> and that it takes us less than 200 milliseconds to form a judgement about someone just by viewing their face. A judgement that is likely to be wrong as our facial…</p>
<p><a href="http://api.ning.com:80/files/KQbCB8kIJVYvBfKz5CZw3DByIRPsfM25eOcBTGCwPC*oQ-a*WO3kKkmV6ICdycUdeJuqCaSzzv-*BvdgJ8WI2dQ-yKPLkrEO/Dracula.jpg" target="_self"><img src="http://api.ning.com:80/files/KQbCB8kIJVYvBfKz5CZw3DByIRPsfM25eOcBTGCwPC*oQ-a*WO3kKkmV6ICdycUdeJuqCaSzzv-*BvdgJ8WI2dQ-yKPLkrEO/Dracula.jpg?width=750" class="align-right" width="358" height="239"/></a></p>
<p>Last week I wrote about <a href="https://www.bryanwhitefield.com.au/blog/bryans-blog-face-ism/" target="_blank" rel="noopener">Face-ism</a> and that it takes us less than 200 milliseconds to form a judgement about someone just by viewing their face. A judgement that is likely to be wrong as our facial expressions are formed from how we are feeling at one moment in time.</p>
<p>Risk suffers in the same way. My original consulting career was in risk. In my training programs on persuasion I usually tell the story about consulting to Australian Government agencies in the early 2000s. Often back in those days I was brought in by the CFO and by then risk already had a bad name. When I would walk into a room and be introduced as the risk guy, the looks on people’s faces ranged from confused, as in wtf, to a horrified stare like I was a vampire come to suck their blood.</p>
<p>How did this happen? First the risk profession made things way too complex and many in risk still tend to do so. Second, risk got hijacked by audit and it turned into a negative, a compliance activity. “If you don’t do this you will be in trouble with …”. Hence risk and compliance are commonly linked together.</p>
<p>The news about the Commonwealth Bank and allegations of both risk assessment and compliance failures under the Anti Money Laundering and Counter Terrorism Financing Act got me wondering. If the allegations are true (and don’t forget the truth is often somewhere between the views of two parties) what was the root cause?</p>
<p>Was it incompetence by the risk and compliance team? It seems not as reports say that issues were identified and not reported (unless the reporting process was the problem).</p>
<p>If not incompetence, was it a poor culture where turning a blind eye to breaches was seen as OK because it was good for business? I have no idea but it seems unlikely given the level of compliance up until 2012 before the ATM deposit machines were brought in.</p>
<p>Perhaps it was Risk-ism? A case where risk and compliance was seen in such a bad light that it was shunned or ignored. Hence the risk assessments were not put into place or were not given due attention. The compliance activities, including reporting, were not given priority.</p>
<p>No matter the reason, people knew things weren’t right and they were not heard by the right people. Further emphasising for me that being technically good in risk and compliance is only a pre-requisite for the role, it is not all the role. Being able to effectively communicate and persuade is eminently more important.</p>
<p></p>
<p></p>
<p><a href="https://www.bryanwhitefield.com.au/">https://www.bryanwhitefield.com.au/</a></p>
<p></p>
<p></p>
<p></p>The Balanced Scorecard is a Good Tool for Optimizing Organizational Performancetag:globalriskcommunity.com,2017-08-07:5112778:BlogPost:2343442017-08-07T11:10:22.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/7nuUykFCUdP9cbPqusw6Lpwbe3oudZGk*L8OTqeETcxUO05jEwYTWKZCc3wp0JMRCgzwg5zjgGjaQ7JJMaR6Qjss0dWaJJKt/Companies_using_balanced_scorecard.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/7nuUykFCUdP9cbPqusw6Lpwbe3oudZGk*L8OTqeETcxUO05jEwYTWKZCc3wp0JMRCgzwg5zjgGjaQ7JJMaR6Qjss0dWaJJKt/Companies_using_balanced_scorecard.jpg?width=300" width="300"></img></a></p>
<p>The Balanced Scorecard (BSC) can be a good metric to have in an organization. It is not really a new concept, as it has been in use for about a quarter of a century, when the Harvard Business Review published a paper on this topic from Robert S. Kaplan and David P. Norton. Initially…</p>
<p><a href="http://api.ning.com:80/files/7nuUykFCUdP9cbPqusw6Lpwbe3oudZGk*L8OTqeETcxUO05jEwYTWKZCc3wp0JMRCgzwg5zjgGjaQ7JJMaR6Qjss0dWaJJKt/Companies_using_balanced_scorecard.jpg" target="_self"><img src="http://api.ning.com:80/files/7nuUykFCUdP9cbPqusw6Lpwbe3oudZGk*L8OTqeETcxUO05jEwYTWKZCc3wp0JMRCgzwg5zjgGjaQ7JJMaR6Qjss0dWaJJKt/Companies_using_balanced_scorecard.jpg?width=300" width="300" class="align-full"/></a></p>
<p>The Balanced Scorecard (BSC) can be a good metric to have in an organization. It is not really a new concept, as it has been in use for about a quarter of a century, when the Harvard Business Review published a paper on this topic from Robert S. Kaplan and David P. Norton. Initially developed by these two; the BSC was hailed for introducing the human element in conjunction with the financial aspects of the organization, calling for alignment between the two disciplines. This fusion was considered a pathbreaker at the time of its introduction.</p>
<p>By the mid-1990’s, its initial small flaws had been polished, with the result that from then on, the Balanced Scorecard has been adapted by many organizations around the world. Hailed as one of the most significant management ideas of the past 75 years; the Balanced Scorecard differs from other management principles and tools in a qualitative manner. As time passed, with the advent of newer technologies and more management techniques; the Balanced Scorecard evolved, too, and integrated more functions other than Finance, giving rise to variations such as the following among others:</p>
<ul>
<li>Performance prism</li>
<li>Results-based management</li>
<li>Third-generation balanced scorecard</li>
</ul>
<p>The core value a present-day Balanced Scorecard serves can be summarized in the ways in which it helps in the following:</p>
<ul>
<li>Communicating what the organization is trying to accomplish </li>
<li>Aligning employees’ day-to-day work to the organizational strategy</li>
<li>Prioritizing and harmonizing the organization’s products and services and its projects</li>
<li>Quantifying and monitoring the path to strategic targets</li>
</ul>
<p><b>Putting all factors into place</b></p>
<p>The Balanced Scorecard is a very powerful tool in coordinating and gelling together crucial parameters of the organization, such as mission and vision, aims and objectives, focus and strategy, goals and results, and initiatives and measures.</p>
<p>Given the comprehensives and the effectiveness of the approach the Balanced Scorecard tool takes; it is no surprise that according to a study by Gartner, around half of all American fortune 1000 companies and around two fifths of all European fortune 1000 are using the balanced scoresheet. Its prominence has been rising in parts of Asia and Africa.</p>
<p><b>Widespread scope for implementation</b></p>
<p>Yet, the problem is, at the global level, far too many organizations are yet to adapt the Balanced Scorecard. This means that the potential for the adaption of this tool is vast. The ways of how to do it for raising the organization’s rate of success will be explained at a highly entertaining webinar from TrainHR, a leading provider of professional trainings for the human resources industry.</p>
<p>At this session, the speaker is Grant Schneider, who is president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy.</p>
<p>Want to explore the ways of adapting this powerful tool to boost the overall performance in your organization and derive the benefit of Grant’s experience and learning? Then, please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701817LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a> Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>All that needs to go into creating a Balanced Scorecard</b></p>
<p>At this webinar session, Grant will help participants get an understanding of how to construct a Balanced Scorecard. He will show which inputs and variables need to be factored in and how to survey the key deliverables for success, how to measure them, how to set standards, and how to assign values to each, all of which constitute the heart of a Balanced Scorecard. <br/> <br/> Apart from these, Grant will also explain how to use the balanced scorecard as a basis for a bonus system for managers and executives. To illustrate this, he will show an actual example from the restaurant/hospitality industry for creating a Balanced Scorecard.</p>
<p>Building a thoroughly designed Balanced Scorecard helps an organization achieve balanced results. It will prevent improper and incomplete utilization of human capital within the organization that happens when employees focus on one task or objective at the expense of another, often equally important or impactful one. For example, extreme focus on achieving sales should not come at the expense of customer satisfaction. Many such examples and instances can be avoided using the Balanced Scorecard.</p>
<p>During the course of this webinar, which HR professionals such as CEO, Senior Vice President, Vice President, Executive Director, Managing Director, Regional Vice- President, Area Supervisor and Managers will find highly useful; the speaker will cover the following areas:</p>
<ul>
<li>The Purpose of the Balanced Scorecard</li>
<li>Background of the Balanced Scorecard</li>
<li>Selecting the entity to use for the Scorecard</li>
<li>Reviewing and Summarizing the Measurable Things</li>
<li>Assigning Weights and Values</li>
<li>Creating the Dashboard</li>
<li>An example used by the Restaurant Hospitality Industry</li>
<li>Using the Balanced Scorecard to Bonus and Compensation. </li>
</ul>Risk Allocation and Marginal Impacttag:globalriskcommunity.com,2017-08-07:5112778:BlogPost:2340542017-08-07T07:30:00.000ZGlobalRiskCommunityhttp://globalriskcommunity.com/profile/GlobalRiskCommunity
<p><em>This article is contributed by William G Ferrell, CIO of Ferrell Capital Management and the author of a new course on Global Risk Academy - "<a href="http://globalriskacademy.com/p/riskallocation/?coupon_code=SUMMER17_15OFF" target="_blank">From Asset Allocation To Risk Allocation</a>"</em></p>
<p></p>
<p><b>Risk Allocation</b></p>
<p>Since Harry Markowitz introduced Modern Portfolio Theory in 1952, Asset Allocation has been accepted as the standard for investment portfolio…</p>
<p><em>This article is contributed by William G Ferrell, CIO of Ferrell Capital Management and the author of a new course on Global Risk Academy - "<a href="http://globalriskacademy.com/p/riskallocation/?coupon_code=SUMMER17_15OFF" target="_blank">From Asset Allocation To Risk Allocation</a>"</em></p>
<p></p>
<p><b>Risk Allocation</b></p>
<p>Since Harry Markowitz introduced Modern Portfolio Theory in 1952, Asset Allocation has been accepted as the standard for investment portfolio construction. Based on historical behavior and individual predictions, managers make return and risk forecasts for categories of investments and combine them to make the most efficient portfolio possible at <i>that point in time</i>. The portfolio was based on math, the future on hope. Time revealed the outcome for investors.</p>
<p>Today, technology allows us to diversify investment risk in three critical ways:</p>
<p>1. Allocate the amount of risk desired for each exposure.</p>
<ul>
<li>Fund the investments to meet the risk criteria. </li>
</ul>
<p>2. Continually measure market changes and their impact on portfolio exposures.</p>
<p>3. Change the exposures whenever necessary to adapt to market behavior.</p>
<ul>
<li>Reduce or remove exposures to market turmoil.</li>
<li>Increase exposures to portfolio components with the best risk-adjusted returns.</li>
</ul>
<p></p>
<p><strong>The result is what we call “Staying in Tune with the Markets”.</strong> This allows investors to get the best reward when markets perform well and avoid losing money during financial crises.</p>
<p>Narv Narvekar, the new CEO at the Harvard Endowment wrote about his adoption of a “Risk allocation framework” that “<em>We will focus less on the portion of portfolio dollars invested and more on the portion of portfolio risk coming from those exposures. Columbia developed such a framework in 2004 and has been very well served by it.”</em></p>
<p></p>
<p> </p>
<p><b>Marginal Impact on Investment Risk, Returns and Sharpe’s</b></p>
<p>At the heart of Risk Allocation practice is the incorporation of incremental or marginal attributions of each investment to the risk of the whole portfolio. Individual “Contributions to Risk” are based on the percentages of each exposure to the total portfolio risk. “Marginal Risk” attribution takes into consideration the correlations between portfolio components. It is possible that a marginal risk may have a much larger or smaller proportional impact when deleted from a portfolio. Considering additions to a portfolio must also weigh the interaction between existing components in the portfolio and the new entry impact. </p>
<p> </p>
<p>When the returns are added to the mix, it is possible to calculate the marginal risk-adjusted return (expressed as Marginal Sharpe) impact on the portfolio performance. Investment opportunities with Sharpe’s lower than the portfolio may have a positive impact on the portfolio Sharpe if its correlation is sufficiently low. By the same rule, an attractive investment may negatively impact the Sharpe of the portfolio if its correlation is high. Further calculation of the relative reliability of Marginal Sharpe’s can be used as a powerful way to adjust allocations to favor the best investment opportunities. </p>
<p>Risk Allocation and Marginal Sharpe considerations for portfolio construction and maintenance combine to provide powerful tools to adapt to market conditions as they unfold.</p>
<p></p>
<p><br/> <em>If you want to study more about Risk Allocation, please check out the new course developed by William G Ferrell, CIO of Ferrell Capital Management - "<a href="http://globalriskacademy.com/p/riskallocation/?coupon_code=SUMMER17_15OFF" target="_blank">From Asset Allocation To Risk Allocation</a>"</em><br/> <em> </em><br/> <em>If it's a fit for you and you want to join, please hurry up - the current introductory offer is valid during the short period of time only.</em><br/> <br/> As an additional bonus you will get a <strong>1-month subscription for money . net valued at $150.</strong></p>
<p> </p>Dealing with Disruptive and Dysfunctional Coworkerstag:globalriskcommunity.com,2017-08-04:5112778:BlogPost:2340422017-08-04T10:44:44.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/K8BoeRhWtiF2olD0bIlJGWtRmWvlrVJgpFEgJBIhZtzFAq1t58FCDy9ZfTAnV*YxIDO1o0raTPowN3qgDbgbiYVNJ3bwKpGr/87683062_XS.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/K8BoeRhWtiF2olD0bIlJGWtRmWvlrVJgpFEgJBIhZtzFAq1t58FCDy9ZfTAnV*YxIDO1o0raTPowN3qgDbgbiYVNJ3bwKpGr/87683062_XS.jpg" width="300"></img></a></p>
<p></p>
<p>Let’s admit it. Not all bosses and coworkers are pleasant. Many are, but many others are offensive, uncooperative, jealous, rancorous, cantankerous and what not. In workplaces, in which we spend a major part of our lives, having to deal with these kinds of people is necessary, because it is…</p>
<p><a href="http://api.ning.com:80/files/K8BoeRhWtiF2olD0bIlJGWtRmWvlrVJgpFEgJBIhZtzFAq1t58FCDy9ZfTAnV*YxIDO1o0raTPowN3qgDbgbiYVNJ3bwKpGr/87683062_XS.jpg" target="_self"><img src="http://api.ning.com:80/files/K8BoeRhWtiF2olD0bIlJGWtRmWvlrVJgpFEgJBIhZtzFAq1t58FCDy9ZfTAnV*YxIDO1o0raTPowN3qgDbgbiYVNJ3bwKpGr/87683062_XS.jpg" width="300" class="align-full"/></a></p>
<p></p>
<p>Let’s admit it. Not all bosses and coworkers are pleasant. Many are, but many others are offensive, uncooperative, jealous, rancorous, cantankerous and what not. In workplaces, in which we spend a major part of our lives, having to deal with these kinds of people is necessary, because it is unavoidable. People have given up their jobs or changed the track of their professions only because of such colleagues at the workplace.</p>
<p>This kind of situation is certainly not a very likeable one, because we return home after work in expectation of a better environment. When most of our day is spend interacting with colleagues who constantly badger; we carry that negative baggage home. Of course, disagreements are natural and even unavoidable at the workplace, because it is a workplace. But to what extent? Should it be to the extent of killing our career prospects or ruining our family lives?</p>
<p></p>
<p><b>Dealing with dysfunctional coworkers</b></p>
<p></p>
<p>But then, such colleagues simply cannot be wished away. As the old saying goes, what cannot be mended has to be endured. It may not be necessary to take this adage in the literal sense of term, because such people need not be endured at all times. One can learn to exist with them. They have to be dealt with, sometimes with assertiveness, and sometimes with a conciliatory attitude.</p>
<p>Are there ways by which one can deal with colleagues who are not merely disagreeable, but simply outright dysfunctional? Are there ways by which they can be made to understand that they are crossing your path beyond reasonable limits, and that enough is enough?</p>
<p></p>
<p><b>Complete understanding of dealing with disagreeable colleagues</b></p>
<p></p>
<p>All this will be the content of a learning session from TrainHR, a leading provider of professional trainings for the human resources industry. Teri Morning, who is the President of her own HR Consulting firm and brings over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures; will be the speaker at this webinar.</p>
<p>Interested in exploring the ways of dealing with such disagreeable and dysfunctional coworkers? Learn the tricks by registering for this webinar at <a href="http://www.trainhr.com/control/w_product/~product_id=701790LIVE?globalriskcommunity-SEO" target="_blank">TrainHR</a> Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Minimizing the effects of such employees’ behavior</b></p>
<p>Teri will show participants how to set up one’s work life to minimize the effects these disgruntled dysfunctional persons have on their work days. She will explain how to deal with all kinds of coworkers, right from those who are thoroughly disagreeable to those whose conduct may be so thoroughly dysfunctional that it interferes with an employee's abilities to accomplish their goals and company objectives. </p>
<p>This webinar is of value to anyone who works with people who could impact their ability to perform at work to the best of their capability. Teri will cover the following areas at this webinar:</p>
<ul>
<li>Spotting the difference between merely disagreeable or difficult, thoroughly disagreeable, and dysfunctional</li>
<li>The difference between passive, assertive, angry and the most dangerous of all - passive aggressive</li>
<li>What to do about bullies, backstabbers, belittlers and the bitter ones.</li>
<li>Despots, controllers, and detrimental coworkers</li>
<li>Liars, blamers, and cheats</li>
<li>The cruel, the vicious and the vindictive</li>
<li>How to know when things are inordinately out of hand and to ask for help.</li>
</ul>Don’t just look for a Mentor: Develop your Personal Board of Advisors!tag:globalriskcommunity.com,2017-08-03:5112778:BlogPost:2342242017-08-03T21:25:12.000ZCharles David Dreherhttp://globalriskcommunity.com/profile/CharlesDavidDreher
<p><a href="http://api.ning.com:80/files/4n8zNGqJj87YM7oZOtruzmjHmdf*FdcK8NrbbunYiaFWnbYYa2lG7iWsYMmry6nNibZjLtokycXGo9FW5Irwv8K4trbNio5V/Mentorsboardofadvisors.png" target="_self"><img class="align-full" src="http://api.ning.com:80/files/4n8zNGqJj87YM7oZOtruzmjHmdf*FdcK8NrbbunYiaFWnbYYa2lG7iWsYMmry6nNibZjLtokycXGo9FW5Irwv8K4trbNio5V/Mentorsboardofadvisors.png?width=750" width="750"></img></a> <a href="https://www.newbusiness.network/dont-just-look-for-a-mentor-develop-your-personal-board-of-advisors/" target="_blank">“You need a mentor.”</a></p>
<p><span>If you’re like most working professionals, this is one of the first pieces of advice you heard around college graduation or upon landing…</span></p>
<p><a href="http://api.ning.com:80/files/4n8zNGqJj87YM7oZOtruzmjHmdf*FdcK8NrbbunYiaFWnbYYa2lG7iWsYMmry6nNibZjLtokycXGo9FW5Irwv8K4trbNio5V/Mentorsboardofadvisors.png" target="_self"><img src="http://api.ning.com:80/files/4n8zNGqJj87YM7oZOtruzmjHmdf*FdcK8NrbbunYiaFWnbYYa2lG7iWsYMmry6nNibZjLtokycXGo9FW5Irwv8K4trbNio5V/Mentorsboardofadvisors.png?width=750" width="750" class="align-full"/></a><a href="https://www.newbusiness.network/dont-just-look-for-a-mentor-develop-your-personal-board-of-advisors/" target="_blank">“You need a mentor.”</a></p>
<p><span>If you’re like most working professionals, this is one of the first pieces of advice you heard around college graduation or upon landing your first job. (Stressed out at work? Get a mentor. Not sure how to navigate office politics? Get a mentor. Want to know whether going to grad school or switching careers is the right option for you? Get a mentor. Ad nauseum.)</span></p>
<p><span>But whether you received this advice from one of your professors, your mom, your neighbor, or a co-worker, finding a mentor is a lot easier said than done. (It’s not only hard to locate someone with the professional chops and time to help you out, it can be even harder for some people to ask for help in the first place.) And how do you know whether the mentor you do eventually hook up with is the right person to help you with your current challenges, let alone professional issues you encounter five or ten years from now?</span></p>
<p><span>Here’s the thing—you don’t.</span></p>
<p><span><a href="https://www.newbusiness.network/dont-just-look-for-a-mentor-develop-your-personal-board-of-advisors/">https://www.newbusiness.network/dont-just-look-for-a-mentor-develop-your-personal-board-of-advisors/</a></span></p>US Senate Cyber Security Billtag:globalriskcommunity.com,2017-08-03:5112778:BlogPost:2342212017-08-03T11:58:10.000ZDouglas Naganhttp://globalriskcommunity.com/profile/DouglasNagan
<p>The United States Senate earlier this week introduced a bill with the short title ‘‘Internet of Things (IoT) Cybersecurity Improvement Act of 2017’’. Quite impressive sounding and would have been very useful if it did indeed provide a path to improved cybersecurity for the IoT. Having read the bill I can tell you that, in my opinion, you will gain little confidence that it will improve your own cyber security.</p>
<p>Several things are clear from my reading:</p>
<ul>
<li>Some in the US…</li>
</ul>
<p>The United States Senate earlier this week introduced a bill with the short title ‘‘Internet of Things (IoT) Cybersecurity Improvement Act of 2017’’. Quite impressive sounding and would have been very useful if it did indeed provide a path to improved cybersecurity for the IoT. Having read the bill I can tell you that, in my opinion, you will gain little confidence that it will improve your own cyber security.</p>
<p>Several things are clear from my reading:</p>
<ul>
<li>Some in the US Government appreciate the risks that the unbridled pace of IoT installations carries with it.</li>
<li>They understand the necessity of having some standards to apply, even if the standards are not quite finalized.</li>
<li>The need to have an inventory of all installed IoT devices is made very clear, and I support wholeheartedly. In fact that is one of the key steps in my courses on managing cyber exposure. They could have improved that paragraph quite a bit by having the inventory identify the responsible party.</li>
<li>I worry about making such an inventory available on a publically accessible database. If I were a cyber predator I would be very happy to have such information available to me, for free.</li>
</ul>
<p>If you would like to read the bill yourself you can download it at <a href="http://www.naganresearchgroup.com/IoTAct0817.pdf">www.naganresearchgroup.com/IoTAct0817.pdf</a> and decide for yourself what value, and issues, it brings to the table. But in my humble opinion your time would be better spent in taking my managing cyber exposure course and actually gaining practical guidance. Available at <a href="http://globalriskacademy.com/p/the-definitive-guide-to-cyber-exposure-management">http://globalriskacademy.com/p/the-definitive-guide-to-cyber-exposure-management</a>.</p>Employee Engagement is the Finest Art for an Organization to Cultivatetag:globalriskcommunity.com,2017-08-03:5112778:BlogPost:2343282017-08-03T11:12:25.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p></p>
<p>No organization can be more blessed than those whose employees want to contribute their best and feel excited and motivated to come to work, are absorbed in the work they are doing, and feel like giving new and fresh ideas that work. Employees who go out of their way and contribute work and ideas towards improving the bottom line or enhancing its standing in the market are priceless.</p>
<p>Yet, such an organization is not one that is created in the heavens. It becomes so by…</p>
<p></p>
<p>No organization can be more blessed than those whose employees want to contribute their best and feel excited and motivated to come to work, are absorbed in the work they are doing, and feel like giving new and fresh ideas that work. Employees who go out of their way and contribute work and ideas towards improving the bottom line or enhancing its standing in the market are priceless.</p>
<p>Yet, such an organization is not one that is created in the heavens. It becomes so by inculcating a mantra for bringing this feeling about in its employees. That mantra is “employee engagement”.</p>
<p>Employee engagement is at the root of keeping the organization in a state of rare energy and enthusiasm. It is all about bringing about a milieu in which employees want to give in their best without being told to or asked to. An engaged employee is an organization’s best bet and its number one asset. When employees are motivated, the organization is a happy place to be in. An engaged employee associates her own interest with the organization’s to such an extent that she feels that what she does for the organization is a benefit for her own career.</p>
<p><strong>Characteristics of organizations with engaged employees</strong></p>
<p>Engaged employees are hard workers who put in lots of extra efforts. They show high levels of loyalty and satisfaction with their jobs. Their levels of morale and commitment are high. The benefits for organizations which have such employees are obvious:</p>
<ul>
<li>o Their turnover levels are very low</li>
<li>o Their productivity, innovation, attendance and customer satisfaction are very high</li>
<li>o They enjoy a great reputation</li>
<li>o They stay ahead of the competition in almost all the areas that matter.</li>
</ul>
<p>Is there a means to bringing about employee engagement? How do organizations learn this art? How do organizations handle engaged employees, and how do they engage employees that are not engaged?</p>
<p><strong>Get an understanding of all the aspects of employee engagement</strong></p>
<p>A webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be offering this learning. Catherine M. Mattice, President of consulting and training firm, Civility Partners, LLC, who has been successfully providing programs in workplace bullying and building positive workplaces since 2007 and whose book, “BACK OFF! Your Kick-Ass Guide to Ending Bullying at Work” has been hailed as ““the most comprehensive and valuable handbook on the topic”; will be the speaker.</p>
<p>Want to understand how to bring about employee engagement? Want to see how this magic formula can be created and made to work for your organization? Want to see your employees brimming with joy and enthusiasm? Then, please visit <a href="http://www.trainhr.com/control/w_product/~product_id=701732LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a> to register for this highly valuable learning session.</p>
<p>Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/>Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><strong>Key objectives of the webinar</strong></p>
<p>The objectives of this webinar, which is of relevance and importance to key personnel in organization, such as HR Professionals, Business Consultants, EAP's, Business Owners, Leaders, , Directors, Managers and Supervisors, Employee Relations, and Union representatives or members; are:</p>
<ul>
<li>o Showing employees you value them</li>
<li>o Giving them challenging work</li>
<li>o Building positive relationships</li>
<li>o Building trust between leaders and employees</li>
<li>o Creating a positive work environment</li>
<li>o Reminding employees why their work matters</li>
<li>o Providing the opportunity to grow professionally</li>
<li>o Offering meaningful rewards.</li>
</ul>
<p>Catherine will cover the following areas at this webinar:</p>
<ul>
<li>o Define employee engagement and what it means in your organization</li>
<li>o Create and implement an employee engagement survey</li>
<li>o Implement a strategic plan for employee engagement and positive workplace culture</li>
<li>o Learn best practices in giving praise, empowering employees, and setting expectations</li>
<li>o Develop tools that will help employees see that you value them</li>
<li>o Understand how to work with employees to create stretch goals, and coach employees through success</li>
<li>o Create and implement techniques to increase trust within the organization</li>
<li>o Work with employees to help them find the meaning in their work</li>
<li>o Implement tips and techniques to create a positive workplace environment</li>
<li>o Develop creative ways to offer professional development to your employees.</li>
</ul>Face-ismtag:globalriskcommunity.com,2017-08-03:5112778:BlogPost:2342102017-08-03T00:00:00.000ZBryan Whitefieldhttp://globalriskcommunity.com/profile/BryanWhitefield
<p><a href="http://api.ning.com:80/files/18fxfOd-dzSO4bqERnuH0PdW6JdW9PnQUfki8IrS5Gh6smZr*oPu1nOtgdE6R3IDzZ7RoLM12pJ5*tKnOBibgXG3SZH6ONUc/ThumbsUp.jpg" target="_self"><img class="align-right" height="245" src="http://api.ning.com:80/files/18fxfOd-dzSO4bqERnuH0PdW6JdW9PnQUfki8IrS5Gh6smZr*oPu1nOtgdE6R3IDzZ7RoLM12pJ5*tKnOBibgXG3SZH6ONUc/ThumbsUp.jpg?width=750" width="370"></img></a> Nick Cave and I have something in common. We both fell in love at first sight. In <a href="http://www.abc.net.au/radionational/programs/allinthemind/the-science-of-first-impressions/8700766?inf_contact_key=e84e4f1e864c38622baaa20756e6e5958b289bc0c5be3465d0e48bf39dc1ee41" rel="noopener" target="_blank">“First…</a></p>
<p><a href="http://api.ning.com:80/files/18fxfOd-dzSO4bqERnuH0PdW6JdW9PnQUfki8IrS5Gh6smZr*oPu1nOtgdE6R3IDzZ7RoLM12pJ5*tKnOBibgXG3SZH6ONUc/ThumbsUp.jpg" target="_self"><img src="http://api.ning.com:80/files/18fxfOd-dzSO4bqERnuH0PdW6JdW9PnQUfki8IrS5Gh6smZr*oPu1nOtgdE6R3IDzZ7RoLM12pJ5*tKnOBibgXG3SZH6ONUc/ThumbsUp.jpg?width=750" class="align-right" width="370" height="245"/></a>Nick Cave and I have something in common. We both fell in love at first sight. In <a href="http://www.abc.net.au/radionational/programs/allinthemind/the-science-of-first-impressions/8700766?inf_contact_key=e84e4f1e864c38622baaa20756e6e5958b289bc0c5be3465d0e48bf39dc1ee41" target="_blank" rel="noopener">“First impressions – the face bias”</a> on Radio National’s “All in the Mind” program, they played a vignette by Nick Cave where he describes seeing his future wife for the first time where everything “came together… in one great big crash-bang. And I was lost to her. And that was that.”</p>
<p>It was the lead-in to the interview by the program host Lynne Malcolm of Alexander Todorov of Princeton University. Todorov is the author of <em>Face Value: The Irresistible Influence of First Impressions</em>. Here are my key take-aways about what Lynne called “face-ism” during the interview:</p>
<ul>
<li>We only need 200 milliseconds to form a judgement of a person.<br/></li>
<li>The happier and rested we are the more likely we will be seen in a positive light.<br/></li>
<li>We project how we feel – for example, power dressing for a meeting reflects in our facial expressions.<br/></li>
<li>First impressions are the here and now and are likely to be wrong.<br/></li>
<li>While first impressions count, make sure you take time to check the facts about the person you are judging.</li>
</ul>
<p>And finally, this quote from Todorov should be poignant for all of us and those we serve:</p>
<p>“I often say that getting a degree in psychology is really getting a degree in modesty because you realise that there are so many things that colour our judgements, colour our decisions, and yet we seem to be blind to these viruses. We often think that we are impervious to all kinds of effects and they only apply to other humans but not to us.”</p>
<p>As I say very, very frequently. You and I are great decision makers, it is everyone else that seems to have a problem. LOL. <img class="emoji" alt="&#x1F642;" src="https://s.w.org/images/core/emoji/2.3/svg/1f642.svg" width="19" height="19"/></p>
<p></p>
<p></p>
<p><a href="https://www.bryanwhitefield.com.au/">https://www.bryanwhitefield.com.au/</a></p>
<p></p>
<p></p>
<p></p>What Was Scary About Blackhat 2017?tag:globalriskcommunity.com,2017-08-02:5112778:BlogPost:2340242017-08-02T15:02:35.000ZRobert Sicilianohttp://globalriskcommunity.com/profile/RobertSiciliano
<p>As you might know, at the end of July, all types of hackers came to Las Vegas to attend Blackhat 2017. During the conference, some pretty scary hacks were exposed, and we can all take this as a lesson on what we are up against in this technology-heavy world. Here are some of the scariest hacks we learned about during Blackhat 2017:</p>
<p><img align="right" alt="" height="200" src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/4D.jpg" width="300"></img></p>
<p><strong>Carwash Hijacking</strong></p>
<p>Nothing is safe from technology, and these days, carwashes are an unexpected target for…</p>
<p>As you might know, at the end of July, all types of hackers came to Las Vegas to attend Blackhat 2017. During the conference, some pretty scary hacks were exposed, and we can all take this as a lesson on what we are up against in this technology-heavy world. Here are some of the scariest hacks we learned about during Blackhat 2017:</p>
<p><img src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/4D.jpg" alt="" width="300" height="200" align="right"/></p>
<p><strong>Carwash Hijacking</strong></p>
<p>Nothing is safe from technology, and these days, carwashes are an unexpected target for hackers. It is perfectly possible that a car wash could be hacked, controlled remotely, and used to destroy vehicles. Scary.</p>
<p><strong>Hacking Cars</strong></p>
<p>Speaking of vehicles, it was also revealed how easy it is for a pro to hack automobiles. Just last year, Chinese hackers were successful in hacking a Tesla S. The hackers disabled the brakes, so Tesla updated security in its cars. However, recently, the car company was hacked again, showing that hackers always find a way.</p>
<p><strong>Oculus Headsets and Hoverboards</strong></p>
<p>Another scary hack participants learned about was that hackers can access hoverboards and the Oculus Rift headsets. These hacks could cause the devices to shake uncontrollably, bringing harm to those who are using them.</p>
<p><strong>Printer Hacking</strong></p>
<p>Michael Howard Chief Security Advisor of HP and painfully demonstrated that only 18% of IT security managers are concerned about printer security where as 90% are concerned about PC’s. That stat is one reason why ?92% of Forbes Global 2000 companies experienced a breach in 2016 which in part resulted in 4 billion records breached worldwide. According to the Ponemon Institute, 60% of data breaches reported by companies involve printers. Very scary.</p>
<p><strong>The Motivation of Adversaries</strong></p>
<p>We also learned that hackers wanting money, data, or intelligence aren’t their only motivation. More and more, they are motivated by the ability to manipulate people, to undermine democracy, and to wreak havoc for journalists and activists.</p>
<p><strong>Wind Hacking</strong></p>
<p>Wait, what? Participants at Blackhat 2017 also learned about how the bad guys are hacking the wind. Well, not actually the wind, but the systems that create wind energy. The main motivation here is money. Just one hacked turbine can cost anywhere from $10,000 to $30,000 per hour. That’s a lot of leverage for hackers who only need to hack a single turbine to demand ransom to set the turbine free.</p>
<p><strong>Hacker Masquerade</strong></p>
<p>Hackers are also using a savvy technique to hack phones. Chinese hackers are switching from targeting high tech LTE networks to slow 2G technology. This means, when our phone switch to a slower network, which happens if the signal isn’t strong, even if you have great security, your phone can still be hacked.</p>
<p><strong>Facebook Bounties</strong></p>
<p>These are some of the scariest hacks we saw at Blackhat 2017, but never fear, white hat hackers are on it. In fact, companies like Facebook are offering cash, up to $1 million, for developers who create software to keep users safe. OK, not scary. But good.</p>
<p><a style="color: #bb0000;" href="http://robertsiciliano.com/">Robert Siciliano</a> personal security and identity theft expert and speaker is the author of <a style="color: #bb0000;" href="http://www.amazon.com/Things-Wish-Before-Identity-Stolen/dp/1941308996/ref=as_sl_pc_qf_sp_asin_til?tag=httprobertc02-20&amp;linkCode=w00&amp;linkId=JAZ7MOSJYUIXZMJ3&amp;creativeASIN=1941308996"><em>99 Things You Wish You Knew Before Your Identity Was Stolen</em></a>. See him knock’em dead in this <a style="color: #bb0000;" href="http://www.youtube.com/watch?v=p_ikx0_erfU">identity theft prevention</a> video.</p>Learning to Deal with Emergencies at the Workplacetag:globalriskcommunity.com,2017-08-02:5112778:BlogPost:2338002017-08-02T09:17:39.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/*T*Zx0BxUqQwEmeP7VU80cb2HsMkFBf9Lys4crCPARjhrHtw11QqsUqKP2G5ao2LeHtXAxgnn4qLTar9pJpWThAinb2XpsSg/Emergency11.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/*T*Zx0BxUqQwEmeP7VU80cb2HsMkFBf9Lys4crCPARjhrHtw11QqsUqKP2G5ao2LeHtXAxgnn4qLTar9pJpWThAinb2XpsSg/Emergency11.jpg" width="234"></img></a></p>
<p>Most managers and employees learn the skills related to their work and try to excel there. While there is no argument on the need for this, there are a few special skills that employees at all levels, be it managers or the sub staff, need to learn and be familiar with. It is a skill that is useful to such…</p>
<p><a href="http://api.ning.com:80/files/*T*Zx0BxUqQwEmeP7VU80cb2HsMkFBf9Lys4crCPARjhrHtw11QqsUqKP2G5ao2LeHtXAxgnn4qLTar9pJpWThAinb2XpsSg/Emergency11.jpg" target="_self"><img src="http://api.ning.com:80/files/*T*Zx0BxUqQwEmeP7VU80cb2HsMkFBf9Lys4crCPARjhrHtw11QqsUqKP2G5ao2LeHtXAxgnn4qLTar9pJpWThAinb2XpsSg/Emergency11.jpg" width="234" class="align-full"/></a></p>
<p>Most managers and employees learn the skills related to their work and try to excel there. While there is no argument on the need for this, there are a few special skills that employees at all levels, be it managers or the sub staff, need to learn and be familiar with. It is a skill that is useful to such an extent that the organization that imparts these skills can save itself from physical ruin and save its employees’ lives.</p>
<p>What is this skill that it so important? It is the skill of employee preparedness in the event of a natural disaster. This is a skill that is often overlooked by most organizations, but teaching employees how to be resilient and to handle emergency situations such as an earthquake, hurricane, fires, power outages and the like is so important that it can save lives.</p>
<p>Having got used to living in the comfort of the workplace offered in the developed world, most of us employees are complacent in our attitude towards such situations. Most employees take nature and its behavior for granted to the extent that they tend to think that their place is insulated from natural disasters. This smugness needs to be corrected, because any workplace can become a target of natural disasters.</p>
<p><b>A learning session on this highly important, but neglected area of the workplace</b></p>
<p>How do employees learn to deal with these? Can these skills be imparted? Yes. The ways of doing it are what a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be offering. At this webinar on this rare, but extremely crucial topic, Gerald Lewis, an international consultant and trainer whose work with national and international government agencies, healthcare facilities, educational institutions and private businesses on a wide range of work, behavioral health and organizational issues has focused on facilitating organizational recovery and resiliency with the emphasis on “people-recovery”; will be the speaker.</p>
<p>Want to understand how to put an emergency preparedness plan in place, so that invaluable lives and data and other property can be saved? Then, please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701796LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a> viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Doing all that is needed during emergencies</b></p>
<p>While emergency services are highly efficient and can be counted upon to help organizations in the rescue efforts needed during emergencies; the employee is a critical cog in the wheel in initiating and maintaining rescue efforts. Dr. Lewis will explain how employees need to group themselves and manage rescue efforts till the emergency services arrive or after their arrival.</p>
<p>At this webinar, Dr. Lewis will provide an overview of pre and post services and strategies that are designed to sustain workforce resilience. This will be of very high value to personnel in organizations that deal with situations warranted by emergencies, such as all levels of administrative and supervisory personnel, HR, Legal, Security, Risk Management and Facilities.</p>
<p>During this webinar, Dr. Lewis will cover the following areas:</p>
<ul>
<li>Assessing the work organization's culture</li>
<li>The types of events and the short and long range impact on an organization</li>
<li>Pre-event policies and programs and post-event services and strategies to maintain workforce viability</li>
<li>How to conduct an employee preparedness survey with a case presentation.</li>
</ul>Getting the Most of Telecommutingtag:globalriskcommunity.com,2017-08-01:5112778:BlogPost:2337932017-08-01T09:30:00.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/bgvMEZrZOlzmL4PzNAIkzVQofMaNdli1oaGOpcmpzFdVKFtdGmh1U9z82Ce-3sUw-2EqX8m*gYnen-TBt*qTo9I-u6iWfT3o/images3.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/bgvMEZrZOlzmL4PzNAIkzVQofMaNdli1oaGOpcmpzFdVKFtdGmh1U9z82Ce-3sUw-2EqX8m*gYnen-TBt*qTo9I-u6iWfT3o/images3.jpg" width="251"></img></a></p>
<p></p>
<p>With telecommuting and remote working gaining in popularity as a mode of work; it is essential for managers today to add one more skill to their resume: the ability to manage remotely located teams effectively. This ability is not rocket science or a faculty present in only select individuals. It can…</p>
<p><a href="http://api.ning.com:80/files/bgvMEZrZOlzmL4PzNAIkzVQofMaNdli1oaGOpcmpzFdVKFtdGmh1U9z82Ce-3sUw-2EqX8m*gYnen-TBt*qTo9I-u6iWfT3o/images3.jpg" target="_self"><img src="http://api.ning.com:80/files/bgvMEZrZOlzmL4PzNAIkzVQofMaNdli1oaGOpcmpzFdVKFtdGmh1U9z82Ce-3sUw-2EqX8m*gYnen-TBt*qTo9I-u6iWfT3o/images3.jpg" width="251" class="align-full"/></a></p>
<p></p>
<p>With telecommuting and remote working gaining in popularity as a mode of work; it is essential for managers today to add one more skill to their resume: the ability to manage remotely located teams effectively. This ability is not rocket science or a faculty present in only select individuals. It can be developed over time, with practice and persistence.</p>
<p>When managed efficiently, telecommuting is a great benefit to organizations, as employees will be working in a more familiar environment, will be able to give more time to their family and strike a better work-life balance, which is a major factor in higher levels of creativity and productivity, will be able to divert the time spent on travel towards work, will be relatively stress free, and can be made to work at their peak productive or creative time, which is not necessarily during office hours, and so on.</p>
<p>It is necessary for organizations to understand the dynamics of telecommuting and remote working if they have to manage it efficiently and get the most out of it. If this is not done, the whole idea goes topsy-turvy, resulting in many roadblocks and hardships.</p>
<p><b>A complete learning session on how to get the best out of telecommuting</b></p>
<p>A webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will explain all the nuances of how to manage telecommuting and remote working, so that employers understand how to get it right, the result of which will be the full range of benefits listed above, and more.</p>
<p>Chris DeVany, who is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development, will be the speaker at this webinar.</p>
<p>Please visit <a href="http://www.trainhr.com/control/w_product/~product_id=701813LIVE?globalriskcommunity-seo" target="_blank">TRAINHR</a> to register for this webinar. Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Areas of concern</b></p>
<p>This session addresses some of the core concerns of managers who manage teams remotely, such as</p>
<ul>
<li>Concern about the loss of time and productivity lost by members of the team because they are spread out</li>
<li>Unnecessary paper work</li>
<li>Being out of touch with members of the team since they are located far away.</li>
</ul>
<p>This webinar teaches participants the ways by which they can acquire the skill of managing teams remotely. To make this learning relevant and meaningful, the speaker at this webinar will make this session a hard-hitting workshop with powerful exercises, models and case studies specifically designed for managers of multiple locations.</p>
<p><b>Almost real life-like</b></p>
<p>This learning session is a unique one, since it offers participants a practical method of fine-tuning off-site management skills in a simulated, almost real-life environment where they don't have to worry about making a costly mistake. This session serves as a dry run for the real assignments that they can handle immediately after attending this session. It will impart proven, effective strategies that they can implement into their real life situations as soon as they have finished this learning.</p>
<p>This session will help participants:</p>
<ul>
<li>Boost productivity at every location</li>
<li>Significantly cut down on paperwork</li>
<li>Know off-site employees are following the rules, period, including home-office rules</li>
<li>Spot problems even when they are far away</li>
</ul>
<p>At this webinar, Chris will cover the following areas:</p>
<ul>
<li>Maintain Order While Managing Long-Distance</li>
<li>Stay In Touch - And Control - No Matter What</li>
<li>Establish Quality-Minded Teams You Can Rely On</li>
<li>Troubleshoot Off-Site Problems Like A Pro</li>
</ul>
<p>Personnel who are involved in time management and efficiency of their employees will benefit in a big way from this webinar. These include CEO, Senior Vice President, Vice President, Executive Director, Managing Director, Regional Vice President, Area Supervisor and Manager.</p>Managing Workflows Requires Quite an Abilitytag:globalriskcommunity.com,2017-07-31:5112778:BlogPost:2337722017-07-31T10:04:09.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/zKn1V5XtrgZQ1iAX264eNJC1XJsP2hYLbrX3OaKNVEH5fwtiHv9I4EY9aMPRsTfUsIFk-e3GCYKdLIjZda9n127ox8wXAcG4/workflow300x218.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/zKn1V5XtrgZQ1iAX264eNJC1XJsP2hYLbrX3OaKNVEH5fwtiHv9I4EY9aMPRsTfUsIFk-e3GCYKdLIjZda9n127ox8wXAcG4/workflow300x218.jpg" width="300"></img></a></p>
<p><a href="https://www.trainhr.com/control/strategic-work-force-planning">Managing workflows</a> is a serious talent. Managers and many other employees are required to handle umpteen tasks, all of which need to be completed at more or less the same time. When tasks are scheduleding tightly, most of the…</p>
<p><a href="http://api.ning.com:80/files/zKn1V5XtrgZQ1iAX264eNJC1XJsP2hYLbrX3OaKNVEH5fwtiHv9I4EY9aMPRsTfUsIFk-e3GCYKdLIjZda9n127ox8wXAcG4/workflow300x218.jpg" target="_self"><img src="http://api.ning.com:80/files/zKn1V5XtrgZQ1iAX264eNJC1XJsP2hYLbrX3OaKNVEH5fwtiHv9I4EY9aMPRsTfUsIFk-e3GCYKdLIjZda9n127ox8wXAcG4/workflow300x218.jpg" width="300" class="align-full"/></a></p>
<p><a href="https://www.trainhr.com/control/strategic-work-force-planning">Managing workflows</a> is a serious talent. Managers and many other employees are required to handle umpteen tasks, all of which need to be completed at more or less the same time. When tasks are scheduleding tightly, most of the doer’s attention is concentrated purely on getting the job done. This is no doubt important, but most people do not plan for a contingency.</p>
<p>Whenever jobs or tasks are lined up in close succession to each other; the problem arises when some tasks are planned purely for killing time, and many other tasks leave us with no time to accomplish them. One task whose slot gets extended pushes up other tasks, leading to accumulation, something like a traffic jam. Imagine if half the workforce faces this problem.</p>
<p>The ill effect such a situation has on the organization, where most of the productive time or resources are spent on unproductive tasks, is unimaginable. It kills the productive work time, hampers the proper utilization of employees’ skills and talents, and brings a bad name to the organization, since it is always under pressure to deliver on time.</p>
<p><b>Planning is the foundation</b></p>
<p>Planning is the key to avoiding such situations. A workflow chart is a great means to helping people plan their tasks, so that they optimize their time and maintain their efficiency.</p>
<p>A workflow is some kind of priority chart that guides people on their tasks. These are some of major issues that arise when planning a workflow:</p>
<ul>
<li>Should the planner embark upon more tasks even as there are many others that are in the pipeline?</li>
<li>What if a task is finished ahead of schedule? What should be done with the spare time? If a task is allotted say, an hour, and it gets over in about 40 minutes, how should the remaining 20 minutes be spent?</li>
<li>Should the tasks on hand be completed and only then should the next ones be taken up?</li>
<li>If an emergency task comes up and has to jump the queue; what happens to the tasks that are pending?</li>
</ul>
<p><b>Thorough learning on managing workflows efficiently</b></p>
<p>All the core aspects of creating and managing workflows will be the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources area, will offer. At this webinar, Jan Triplett, CEO of the internationally recognized Business Success Center, and an entrepreneur, author, speaker and small business activist; who is a frequent keynote speaker on business growth models, funding and pricing strategies, alliance building, personnel management, and sales processes, will be the speaker. Want to get complete knowledge of how Dr. Triplett can help you overcome the roadblocks associated with lack of the right workflow? Then, please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701771LIVE/?globalriskcommunity-seo." target="_blank">TrainHR</a></p>
<p>Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. <br/> Credit is awarded based on the actual educational time spent in the program.</p>
<p>This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).</p>
<p><b>Learning on how to handle changes midway through</b></p>
<p>The heart of this learning is the solution that Dr. Triplett will offer on revaluating key processes that create spaces for making changes and rebuilding plans before the worst happens, and to improve efficiency and productivity at the same time. She will direct participants’ thinking towards how to look for more than just checklists as a means to accommodate major planning activities for tasks. They will understand how to manage options and learn to ask “what if” when something goes wrong, and also how their tasks are perceived by others who get affected by or are involved in them.</p>
<p>Organizations that want to enhance the value of the time that employees spend on tasks will have to learn to achieve these goals:</p>
<ul>
<li>Understanding how tasks are really done</li>
<li>Identifying opportunities and threats as well as strengths and weaknesses and considering options and alternatives</li>
<li>Recognizing and planning for key decisions that will be made that also affect other areas of the business including staffing, pricing, and profit as well as potential legal standing and compliance</li>
<li>Planning for and including stakeholder input.</li>
</ul>
<p>This webinar provides a framework on which to begin this efficient and thorough rebuilding process.</p>
<p>Dr. Triplett will cover the following areas at this webinar:</p>
<ul>
<li>How to evaluate the current procedures in place (written and unwritten) for problem areas</li>
<li>Damage control options to use before changes can be made and take effect</li>
<li>How to use task analysis, job descriptions, mission, code of ethics, and stakeholders to create better workflow efficiency and perception by all internal and external stakeholders</li>
<li>How to create a plan, timeline for implementation of the new workflow, and budget to revise critical processes in delivery of goods and services in each of the six areas of business (sales, marketing, operations, administration, financial, books and records)</li>
<li>Key decisions - using outside resources, managing current workload, balancing guidance, freedom to operate, and limits, while managing expectations</li>
<li>Getting “buy in” and support for the workflow from the top to the bottom of the organization and the stakeholders</li>
<li>Putting the new procedures in place</li>
<li>Tracking, evaluating, and improving the new procedures.</li>
</ul>Black Hat 2017 was an Amazing Eventtag:globalriskcommunity.com,2017-07-29:5112778:BlogPost:2338732017-07-29T15:32:55.000ZRobert Sicilianohttp://globalriskcommunity.com/profile/RobertSiciliano
<p>In July, more than 15,000 security pros, hackers, hobbyists, and researchers met in Las Vegas for the Black Hat Conference 2017 at Mandalay Bay in Las Vegas. This was the 20<sup>th</sup> year that the security conference was held, and both black and white hat hackers joined together to discuss security.</p>
<p><img align="right" alt="" height="200" src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/RISK.jpg" width="300"></img></p>
<p>For two decades, Black Hat has gained a reputation for demonstrations of some of the most cutting-edge research in information security as well as development and…</p>
<p>In July, more than 15,000 security pros, hackers, hobbyists, and researchers met in Las Vegas for the Black Hat Conference 2017 at Mandalay Bay in Las Vegas. This was the 20<sup>th</sup> year that the security conference was held, and both black and white hat hackers joined together to discuss security.</p>
<p><img src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/RISK.jpg" alt="" width="300" height="200" align="right"/></p>
<p>For two decades, Black Hat has gained a reputation for demonstrations of some of the most cutting-edge research in information security as well as development and industry trends. The event has also had its share of controversy – sometimes enough to cause last-minute cancelations.</p>
<p>Launched in 1997 as a single conference in Las Vegas, Black Hat has gone international with annual events in the U.S., Europe and Asia.</p>
<p>Black Hat 2017 was almost a full week of everything having to do with IT security. There were hands-on training sessions, a full business hall where vendors gathered with swag and products, and of course, parties. I hit 5 parties in 3 nights. I’m totally spent.</p>
<p>This is a conference that attracted some of the brightest people in the world of security, and has a reputation for bringing together all types of professionals and amateurs interested in hacking, security, or the latest in encryption.</p>
<p>What’s interesting about Black Hat 2017 is that there is something for everyone. From hackers trying to hack hackers to remaining “off the grid,” you never know what you might find. In fact, most people who attended this conference decided to stay away from electronic communication all together. Let’s just say leaving devices in airplane mode, shutting off Wi-Fi, using VPNs, and always utilizing two-factor authentication for critical accounts is the norm during the conference for veteran attendees.</p>
<p>One of the most popular parts of Black Hat 2017 was the briefing on business protection. It’s important to note that many companies have employees that simply don’t comply with security policies. Additionally, these policies aren’t governed enough, and it is costing millions. In her presentation Governance, Compliance and Security: Three Keys to Protecting Your Business, the speaker from HP, Sr Security Advisor, Dr. Kimberlee Brannock, during her 16-year tenure at HP, Dr. Kimberlee Brannock has used her extensive education and experience in compliance and governance to shape HP’s security standards. shared why it’s not always enough to secure business networks and why governance and compliance really matters. With 25 billion connect devices by 2020, maintaining proper network and data security compliance is an important concern for any business, as noncompliance costs businesses an average $9.5 million annually through fines, lost business and lawsuits.</p>
<p>Another very popular briefing at Black Hat 2017 was Staying One Step Ahead of Evolving Threats demonstrated on average, an organization has more than 600 security alerts each week, and over 27,000 endpoints leading to 71% of data breaches starting from the endpoint.</p>
<p>Most put in thousands of hours, and dollars, for that matter, on securing servers, laptops, and data centers, but many companies are ignoring other areas of security vulnerability. One of the best things about this briefing was that the leader, Michael Howard from HP, Chief Security Advisor, as Worldwide Security Practice Lead, Mr Howard is responsible for evolving the strategy for security solutions and services in Managed Services. He gave a lot of information on printer security, something that most businesses fail to address. He used real-world examples of how some of the most secure organizations are still lagging in their print security and share how he uses a proven framework to secure the print infrastructure.</p>
<p>Overall, Black Hat 2017 was an eye-opening experience, and with the world of network security changing all of the time, all in attendance surely learned something new. I met a ton of very cool characters, partied hard, drank too much, ate too much, slept none and to keep my data secure, I’m considering moving off grid to a cave in the Outback of Australia.</p>
<p><a style="color: #bb0000;" href="http://robertsiciliano.com/">Robert Siciliano</a> personal security and identity theft expert and speaker is the author of <a style="color: #bb0000;" href="http://www.amazon.com/Things-Wish-Before-Identity-Stolen/dp/1941308996/ref=as_sl_pc_qf_sp_asin_til?tag=httprobertc02-20&amp;linkCode=w00&amp;linkId=JAZ7MOSJYUIXZMJ3&amp;creativeASIN=1941308996"><em>99 Things You Wish You Knew Before Your Identity Was Stolen</em></a>. See him knock’em dead in this <a style="color: #bb0000;" href="http://www.youtube.com/watch?v=p_ikx0_erfU">identity theft prevention</a> video.</p>Blackhat Hackers Love Office Printerstag:globalriskcommunity.com,2017-07-28:5112778:BlogPost:2336762017-07-28T14:33:39.000ZRobert Sicilianohttp://globalriskcommunity.com/profile/RobertSiciliano
<p>The term, or in this case the word “blackhat” in tech generally refers to a criminal hacker. The opposite of black is white and a “whitehat” is a security professional. These terms originate from the “spaghetti western” movies when the bad guy cowboy wore a black hat and the law wore white hats. Fun huh?! Blackhat is also the name of the largest conference on the planet for information security. The conference itself is 20 years old and as Alex Stamos who is the CSO for Facebook and also…</p>
<p>The term, or in this case the word “blackhat” in tech generally refers to a criminal hacker. The opposite of black is white and a “whitehat” is a security professional. These terms originate from the “spaghetti western” movies when the bad guy cowboy wore a black hat and the law wore white hats. Fun huh?! Blackhat is also the name of the largest conference on the planet for information security. The conference itself is 20 years old and as Alex Stamos who is the CSO for Facebook and also Blackhat 2017’s keynote speaker said “Blackhat isn’t even old enough to drink” That statement reflects just how far we’ve come in information security and also how much more there is to do.</p>
<p><img src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/11D.jpg" alt="" width="300" height="228" align="right"/></p>
<p>One of the presentations at Blackhat discussed printer security called “Staying One Step Ahead of Evolving Threats” by Michael Howard Chief Security Advisor of HP and painfully demonstrated just how much more there is to do.</p>
<p>Do you ever feel as if your office printer is dangerous? Most of us don’t. In fact, more than half of businesses don’t even bother adding printers to their security strategies. Mr Howard stated only 18% of IT security managers are concerned about printer security where as 90% are concerned about PC’s. That stat is one reason why ?92% of Forbes Global 2000 companies experienced a breach in 2016 which in part resulted in 4 billion records breached worldwide.</p>
<p>Hackers know this, so office printers are the perfect target for them. Remember, printers are connected to the network, and if unprotected, they are easily hacked. According to the Ponemon Institute, 60% of data breaches reported by companies involve printers. So, why do hackers love printers? Here are a bunch of reasons:</p>
<p><strong>Networks are Vulnerable</strong></p>
<p>Even if you have a firewall, there are several devices that might be on a network that are access points to that network. When you don’t add your printer to your security plan, it becomes a welcome access point to hackers. Once they get in, the consequences could be terrible for a business.</p>
<p><strong>Hackers Can Get Useful Data</strong></p>
<p>The data that hackers can get from printers that are not protected is unencrypted. If one of your staff members sends sensitive information to the printer, yet it is unencrypted, the hackers can read it. Mr Howard shared how one universitys unsecured printers led to students hacking tests days before they were taken, giving the students a significant advantage. Do you really want your company’s data to be open like that? All hackers have to do is take it if the printer isn’t protected.</p>
<p><strong>They Know They Can Access Other Devices</strong></p>
<p>Hackers also love office printers because they know that once they are in, they can access other unprotected endpoints on the network. Mobile devices are an excellent example of this. It is quite challenging to secure access to all of these devices. The more devices that are connected to the network, the easier it is to access it.</p>
<p><strong>Information Leaks</strong></p>
<p>How many times have you printed something at the office and let it sit in the tray for a while? This happens often. Hackers know this, too, and they can essentially print anything once they have access to the printer and retrieve it at any time. This easily opens up the business to compliance issues.</p>
<p>Finally, hackers love office printers because they get inside access. ?Once the printer is compromised, so is the rest of the network.</p>
<ul>
<li>Change the printers default passwords.</li>
<li>All computing devices including printers need encryption.</li>
<li>Printer hard drives have lots of data. Destroy hard drives prior to recycling or reselling.</li>
<li>Printer firmware and software needs to be regularly patched and updated.</li>
<li>Use “fleet management” tools to ensure all of the companies devices are protected.</li>
</ul>
<p>When businesses implement security policies and procedures that directly address endpoints, including printers, they significantly reduce risk and maintain proper network and data security compliance.</p>
<p><a style="color: #bb0000;" href="http://robertsiciliano.com/">Robert Siciliano</a> personal security and identity theft expert and speaker is the author of <a style="color: #bb0000;" href="http://www.amazon.com/Things-Wish-Before-Identity-Stolen/dp/1941308996/ref=as_sl_pc_qf_sp_asin_til?tag=httprobertc02-20&amp;linkCode=w00&amp;linkId=JAZ7MOSJYUIXZMJ3&amp;creativeASIN=1941308996"><em>99 Things You Wish You Knew Before Your Identity Was Stolen</em></a>. See him knock’em dead in this <a style="color: #bb0000;" href="http://www.youtube.com/watch?v=p_ikx0_erfU">identity theft prevention</a> video.</p>Meetings Have to be Effective if They Have to Serve Their Purposetag:globalriskcommunity.com,2017-07-28:5112778:BlogPost:2339662017-07-28T09:01:46.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p><a href="http://api.ning.com:80/files/9YUmk0mxLOJsE7nZku6ZIZH4wVQaBPaW9Hjg5Ao9OGuycTt707MhmyR1pzwIsMIwIzopLWkGfu9UPz*xKY0EbE-GCuzbZj39/HowtoConductMoreEffectiveMeetings.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/9YUmk0mxLOJsE7nZku6ZIZH4wVQaBPaW9Hjg5Ao9OGuycTt707MhmyR1pzwIsMIwIzopLWkGfu9UPz*xKY0EbE-GCuzbZj39/HowtoConductMoreEffectiveMeetings.jpg?width=300" width="300"></img></a></p>
<p></p>
<p>Meetings, meetings and meetings. Many organizations seem to have unlimited numbers of meetings all day, to such an effect that meetings have more often than not become the butt of office ridicule. Many jokes about the total waste of time that meetings do the rounds. Sample a…</p>
<p><a href="http://api.ning.com:80/files/9YUmk0mxLOJsE7nZku6ZIZH4wVQaBPaW9Hjg5Ao9OGuycTt707MhmyR1pzwIsMIwIzopLWkGfu9UPz*xKY0EbE-GCuzbZj39/HowtoConductMoreEffectiveMeetings.jpg" target="_self"><img src="http://api.ning.com:80/files/9YUmk0mxLOJsE7nZku6ZIZH4wVQaBPaW9Hjg5Ao9OGuycTt707MhmyR1pzwIsMIwIzopLWkGfu9UPz*xKY0EbE-GCuzbZj39/HowtoConductMoreEffectiveMeetings.jpg?width=300" width="300" class="align-full"/></a></p>
<p></p>
<p>Meetings, meetings and meetings. Many organizations seem to have unlimited numbers of meetings all day, to such an effect that meetings have more often than not become the butt of office ridicule. Many jokes about the total waste of time that meetings do the rounds. Sample a few of them:</p>
<p>We will continue having lots of meetings until we find out why no work is getting done.</p>
<p>Lonely? Don’t like your work? Then call for a meeting. You can see people drawing pictures and flowcharts, getting patted on the back for doing nothing, form subcommittees to find out why something is not working, and have loads of coffee, all at office expense.</p>
<p>Meetings: The practical alternative to work.</p>
<p><b>Meetings are crucial and very effective, but only if done rightly</b></p>
<p>All these office jokes notwithstanding; there is no denying the role and effectiveness of properly and effectively conducted meetings. Meetings, so long as they are done right, are critical to improving the organization’s bottom line. They are a perfect venue for sharing thoughts and taking important decisions. All these can happen only when meetings are organized right. They can throw up wonderful and meaningful outcomes. Otherwise, they become an utter waste of time and go on to achieve nothing.</p>
<p>In view of all these facts, there is a dire need for organizations to devise ways for conducting effective meetings. No organization can do away with this very important exercise; but holding the right meeting and doing the right things at these meetings is where the beauty of effective meetings lies.</p>
<p><b>If meetings don’t achieve anything, don’t organize them</b></p>
<p>What happens when unproductive meetings are held? They take up valuable productive time. They eat into important resources, which could be otherwise be used for doing other important work during this time. If meetings are not designed for the right people and for the right purpose, and are not held at the opportune moment; they end up being exercises in futility.</p>
<p>How do organizations learn the ways of conducting meetings effectively? How do they inculcate the art of organizing meetings that are effective and serve their purpose and take the organization higher? All this will be the learning an important webinar from TrainHR, a highly popular provider of professional trainings for the human resources industry, will impart.</p>
<p>Author of the Amazon bestseller, <i>The CEO Code</i>, and <i>Idiot's Guides: Management Skills</i>, published by Alpha Books/Penguin in November 2014, David Rohlander, will be the speaker at this webinar. He will offer total understanding of how to conduct effective meetings. Please register for this webinar by logging on to <a href="http://www.trainhr.com/control/w_product/~product_id=701752LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a>. </p>
<p><b>All the elements that make</b> <b>meetings</b> <b>effective</b></p>
<p>Any team or personnel organizing a meeting has to first understand the purpose of the meeting. They have to first decide if the meeting is absolutely essential. Those involved in this exercise have to be convinced about the critical need for the meeting and build a compelling case for holding the meeting.</p>
<p>Next, the hosts or organizers of the meetings have to decide who all are necessary for the meeting, because including even one unneeded person for a meeting makes it ineffective. Next, they should spell out the agenda and subject matter for the meetings, to ensure that the right topic is brought up for the meeting and no diversion or digression takes place to dilute the importance of the core topic.</p>
<p><b>Other elements of effective meetings</b></p>
<p>It is only natural in a meeting that all the participants are not expected to have the same level of understanding or an even temperament. Addressing all these is another characteristic of effective meetings. Another core element of effective meetings is follow-ups, because in most meetings, what is discussed is left behind at the room. A summary of what outcome was achieved by which participant, what was achieved on account of all these, and if it was done within the deadline, is a very important goal that effective meetings have to achieve.</p>
<p>David will discuss all these important points of effective meetings at this webinar. in this session, which will be of high value to people in top positions, such as CEO, President, C-Suite Executives, Managers and Supervisors, David will cover the following areas:</p>
<ul>
<li>How to plan for a meeting and build an agenda</li>
<li>Tricks for staying on the agenda and honoring the time commitments</li>
<li>Successful interaction with participants</li>
<li>Ensuring clarity, understanding and acceptance</li>
<li>Follow up</li>
<li>Feedback and how to "Inspect what you expect"</li>
</ul>
<p> </p>
<p> </p>Onboarding New Hires is a Skilltag:globalriskcommunity.com,2017-07-27:5112778:BlogPost:2336542017-07-27T10:08:19.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p></p>
<p><a href="http://api.ning.com:80/files/QCp*xat*kQ0eKPm165tDXaoL-4n9LXNj1UlQjH3C0HZyO*Nd0z2F2wCrpscJEG4TkapArTlH19AUZ2Le8ZK56-sWqrGMJmy4/onboardingWordbubblegraphiccropped.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/QCp*xat*kQ0eKPm165tDXaoL-4n9LXNj1UlQjH3C0HZyO*Nd0z2F2wCrpscJEG4TkapArTlH19AUZ2Le8ZK56-sWqrGMJmy4/onboardingWordbubblegraphiccropped.jpg?width=300" width="300"></img></a></p>
<p>Onboarding starts with the induction of the <a href="https://www.trainhr.com/control/effective-hiring-and-interviewing">new hires</a>. It includes their acclimatization with all the important aspects of the new organization, such as the business, the organizational culture,…</p>
<p></p>
<p><a href="http://api.ning.com:80/files/QCp*xat*kQ0eKPm165tDXaoL-4n9LXNj1UlQjH3C0HZyO*Nd0z2F2wCrpscJEG4TkapArTlH19AUZ2Le8ZK56-sWqrGMJmy4/onboardingWordbubblegraphiccropped.jpg" target="_self"><img src="http://api.ning.com:80/files/QCp*xat*kQ0eKPm165tDXaoL-4n9LXNj1UlQjH3C0HZyO*Nd0z2F2wCrpscJEG4TkapArTlH19AUZ2Le8ZK56-sWqrGMJmy4/onboardingWordbubblegraphiccropped.jpg?width=300" width="300" class="align-full"/></a></p>
<p>Onboarding starts with the induction of the <a href="https://www.trainhr.com/control/effective-hiring-and-interviewing">new hires</a>. It includes their acclimatization with all the important aspects of the new organization, such as the business, the organizational culture, the people, and the environment. Since onboarding is such an important activity; it is not right to think that it is just yet another of the many tasks that HR does. It goes a lot more beyond paperwork and documentation. </p>
<p><b>Onboarding is a series of steps and measures</b></p>
<p>Joining formalities constitute a very small part of onboarding. Onboarding is mainly about connecting the new talent to the organization. This work is all the more important when one onboards important personnel such as leaders. Organizations induct leaders in the expectation of something different and out of the box. They are not hires that are expected to carry out routine tasks.</p>
<p>It is a poor commentary on the <a href="https://www.trainhr.com/control/hiring-and-employee-selection">HR’s onboarding skills</a> if the special talent is wasted because HR could not make the onboarding effective by familiarizing and ingraining the organization’s expectations fully at the time of onboarding. If HR fails to convey the organization’s core to the new leader and lay out its expectations; it means a great opportunity has been squandered.</p>
<p><b>Keeping the motivation up</b></p>
<p>Since onboarding is the first and very critical step to the whole process of absorbing and assimilating the new hire; HR has to do everything in its capacity to ensure that the initial excitement that the new hire experiences upon joining a new organization is sustained and does not fizzle out soon. It has to pull all the stops in retaining the tempo. This is a test of how well good onboarding works. The main goal of effective onboarding is keeping the motivation and excitement levels consistently high over time.</p>
<p>The importance of good onboarding can be understood in the following:</p>
<ul>
<li>One in three new hires looks for new openings in just half a year of joining new companies if onboarding is not done effectively;</li>
<li>Poor onboarding results in one in three of newly hired employees in the executive cadre falling short of their targets in the first couple of years of taking up a position in a new organization;</li>
<li>At the current rate of 10-15% annual rate of turnover, as much as two thirds of the entire talent base will be lost by organizations in just four years of recruiting new talent if onboarding fails to serve its purpose.</li>
</ul>
<p>The Aberdeen Group estimates that organizations have as high a chance as 70% of retaining new leadership talent hires if it gets its onboarding right. From this, it can be understood that the right onboarding has the ability of preventing organizations from losing its valuable resources on making a hire that stays for only a few months.</p>
<p><b>The emotional point of connection</b></p>
<p>What is that most critical element of good onboarding that makes it a success? Organizations have tried several techniques and have got mixed results. Yet, all the tools and methods companies use notwithstanding; no factor is as important in making onboarding successful as inculcating that emotional connection with the new hires.</p>
<p>The organization has mastered the art of onboarding if HR creates and builds that emotional connection between the organization and the new hires. This is the final decider of the success of onboarding. In this lies the driving force of aligning the organization’s culture to the new hire, especially, a leader.</p>
<p><b>Understand how to bring this about</b></p>
<p>A webinar from TrainHR, a leading provider of professional trainings for the HR industry, will present and explain the finer elements of how to bring about this emotional connection between the new hire and the organization. Marcia Zidle, who is CEO of <i>Leaders At All Levels</i> and a board certified executive coach based in Dallas, Texas, will be the speaker at this webinar. Please visit <a href="http://www.trainhr.com/control/w_product/~product_id=701730LIVE?globalriskcommunity-SEO" target="_blank">TrainHR</a> to enroll for this webinar. </p>
<p><b>Retaining talent and helping it raise the organization is an art</b></p>
<p>At this webinar, Marcia will explain the steps and decisions that HR can take to make onboarding effective. Without doubt, this is the most important means to keeping leadership talent for the long run and helping the organization derive the most out of it. She will cover the following areas at this webinar:</p>
<ul>
<li>Learn six mistakes to avoid in your new hire onboarding process</li>
<li>Review best practices in executive onboarding accelerating executive success</li>
<li>Understand three onboarding approaches to integrate the new hire into their job and organization</li>
<li>Review an onboarding 90-day timeline with key tasks and tools to measure goals and milestones</li>
<li>Identify the top derailers for the critical stakeholders the manager, the new leader, human resources</li>
<li>Learn from focus groups what new leaders consider the top onboarding issues and ways to ensure success.</li>
</ul>
<p> </p>
<p> </p>What’s the Secret to Great Networking? Become the Missing Link!tag:globalriskcommunity.com,2017-07-26:5112778:BlogPost:2337382017-07-26T22:00:00.000ZCharles David Dreherhttp://globalriskcommunity.com/profile/CharlesDavidDreher
<p><a href="http://api.ning.com:80/files/R47RKyHw*j2VS*OPBVXGQTEHJz8m1jLfzLj*YuSf5*NCDtr3Gviu2kH2FTFJyAcbfXWy9GTRf*8wxfOAyk0bg6mvyyrSuRd3/Networkingmissinglink2.jpg" target="_self"><img class="align-full" src="http://api.ning.com:80/files/R47RKyHw*j2VS*OPBVXGQTEHJz8m1jLfzLj*YuSf5*NCDtr3Gviu2kH2FTFJyAcbfXWy9GTRf*8wxfOAyk0bg6mvyyrSuRd3/Networkingmissinglink2.jpg?width=750" width="750"></img></a> Networking can be intimidating even to the most seasoned business people. It’s especially daunting when you don’t know anyone at the beginning of your career, or you’re starting out in a new industry (or country!) completely from scratch. But in today’s competitive business environment, the best…</p>
<p><a href="http://api.ning.com:80/files/R47RKyHw*j2VS*OPBVXGQTEHJz8m1jLfzLj*YuSf5*NCDtr3Gviu2kH2FTFJyAcbfXWy9GTRf*8wxfOAyk0bg6mvyyrSuRd3/Networkingmissinglink2.jpg" target="_self"><img src="http://api.ning.com:80/files/R47RKyHw*j2VS*OPBVXGQTEHJz8m1jLfzLj*YuSf5*NCDtr3Gviu2kH2FTFJyAcbfXWy9GTRf*8wxfOAyk0bg6mvyyrSuRd3/Networkingmissinglink2.jpg?width=750" width="750" class="align-full"/></a>Networking can be intimidating even to the most seasoned business people. It’s especially daunting when you don’t know anyone at the beginning of your career, or you’re starting out in a new industry (or country!) completely from scratch. But in today’s competitive business environment, the best opportunities often come to us from the people who already know and trust us. Without a solid professional network in place, you could miss out on these opportunities.</p>
<p>But how do you start building that professional network?</p>
<p><a href="https://www.newbusiness.network/whats-the-secret-to-great-networking-become-the-missing-link/">https://www.newbusiness.network/whats-the-secret-to-great-networking-become-the-missing-link/</a></p>Kmart Cyber Breach: Another Failure in Risk Managementtag:globalriskcommunity.com,2017-07-26:5112778:BlogPost:2337332017-07-26T17:16:06.000ZSteven Minskyhttp://globalriskcommunity.com/profile/StevenMinsky
<p>Kmart recently suffered another cyber breach (the second in the past few years) that echoes events affecting companies including <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2016/07/28/wendys-data-breach/">Wendy’s</a></strong></span> and <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2013/12/23/erm-report-targets-breach-an-needless-mishap/">Target</a>.</strong></span> In this case, a…</p>
<p>Kmart recently suffered another cyber breach (the second in the past few years) that echoes events affecting companies including <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2016/07/28/wendys-data-breach/">Wendy’s</a></strong></span> and <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2013/12/23/erm-report-targets-breach-an-needless-mishap/">Target</a>.</strong></span> In this case, a wholly preventable weakness in the company’s POS system let through a malware attack, affecting an undetermined number of Kmart’s 735 domestic sites. Failure to recognize and mitigate the root cause of a security breach is inadequate risk management; it leaves the company vulnerable to future failures.<a href="http://api.ning.com:80/files/NDUeDq6g1iKbw*UvcAe9iXZ32EX1vRGGrqw5K9BiRzTj96yURq*u1mi5iv1ozoTq*621LvTx4Mrc8TKh6XY5LwcUC3ZXD6wp/HandsTypingangled.jpg" target="_self"><img src="http://api.ning.com:80/files/NDUeDq6g1iKbw*UvcAe9iXZ32EX1vRGGrqw5K9BiRzTj96yURq*u1mi5iv1ozoTq*621LvTx4Mrc8TKh6XY5LwcUC3ZXD6wp/HandsTypingangled.jpg?width=300" width="300" class="align-right"/></a></p>
<p>In response to the breach, <span style="text-decoration: underline;"><strong><a href="https://krebsonsecurity.com/2017/05/credit-card-breach-at-kmart-stores-again/">Sears Holdings (Kmart’s parent company) reported</a>,</strong></span> “We immediately launched a thorough investigation and engaged leading third party forensic experts to review our systems and secure the affected part of our network.”</p>
<p>This response is just another proof point that <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2017/04/17/reputation-incident-prevention/">incident prevention is more important than incident recovery</a></strong></span> for preserving your company’s reputation. In Kmart’s case, this is particularly significant, since any setbacks only compound recent struggles in performance. Kmart’s sales have dropped 72% and its stock price 88% since the first breach.</p>
<p>Within the same statement, Sears specified that “payment data systems were infected with a form of malicious code that was undetectable by current anti-virus systems and application controls.” Anti-virus systems, while important, are only one of many lines of defense that will help you <span style="text-decoration: underline;"><strong><a href="http://www.logicmanager.com/erm-software/2017/02/14/eliminate-cybersecurity-vulnerabilities/">avoid being hit with a cyber breach</a>.</strong></span></p>
<p>Although accountability can be publicly directed onto external sources through marketing, when it comes down to it, breaches such as these occur because of poor governance. <span style="text-decoration: underline;"><strong><a href="http://www.kmart.com/en_us/dap/statement05312017.html">Kmart states on their website</a></strong></span> that “It is important to note that the policies of most credit card companies state that customers have no liability for any unauthorized charges if they report them in a timely manner.”</p>
<p>In reality, if your card is involved in an unauthorized transaction, you may be liable after as little as two business days. 60 calendar days after receiving the account statement, customers are 100% liable. Even more frightening, there is no protection against fraud liability for debit cards; all the money in your ATM/debit card account is your liability.</p>
<p>Providing credit monitoring, as Kmart has done, doesn’t solve the root cause or prevent another cyber breach. It also does not make customers feel secure. Prospects and customers are more educated than ever, and the damage to companies that fail to implement proper risk management is increasing; companies that cause harm through negligence experience greatly spiked churn rates.</p>
<p> </p>
<h3><strong>Fool Me Once, Shame on You. Fool Me Twice, Shame on Me.</strong></h3>
<p></p>
<p>Another point of concern is a tendency to see problems as isolated incidences, not systemic failures that will lead to other, future incidents. Again, this is Kmart’s second breach in three years. The fact that a second breach occurred is evidence that the root cause was not identified and neutralized.</p>
<p>Further, due to the nature of enterprise risk management negligence, the repeat rate for failures is high. Target and Chipotle – and so many others – have been in the news repeatedly for chronic, preventable failures. These failures in risk management are like whack-a-mole. Addressing a risk in one area doesn’t solve the systemic problem, and it’s likely to materialize in a different department within three years.</p>
<p>It may appear to a different kind of problem, like vendor fraud or supply chain negligence, but the root cause is the same: poor risk assessment processes, a lack of transparency between departments, and an inability to reveal interdependencies between resources.</p>
<p>Governance processes (as opposed to expensive technology solutions) should be used to <strong><span style="text-decoration: underline;"><a href="http://www.logicmanager.com/erm-software/2017/05/16/methods-protect-ransomware-attack/">ensure automated governance of your cybersecurity program</a></span></strong>. This includes:</p>
<ul>
<li>Identifying and monitoring vulnerabilities in your virus security system</li>
<li>Regularly approving and deploying patches,</li>
<li>Tracking password policy effectiveness (for all devices, applications, and services) at the user level</li>
<li>Monitoring the effectiveness of routine updates to infrastructure and firmware</li>
</ul>
<p>Each of these steps contributes to the avoidance of cyber breaches. Performing them but failing to confirm they are regularized (and effective) is not enough. An enterprise risk management approach is necessary if you are to make sure activities are performed across silos, out to both frontline users and supply chains.</p>
<p>Without an integrated approach to cybersecurity, you won’t be able to provide sufficient evidence that your risk management processes evolve alongside your innovations. If implemented properly, however, risk management can kill two birds with one stone:</p>
<ol>
<li>It will help you detect and avoid surprises like cyber breaches before they occur.</li>
<li>It will provide assurance to your customer base and thereby reduce churn.</li>
</ol>
<p> </p>
<p><strong>To learn about best-practices in risk management that will enable your company to avoid surprises and preserve its reputation, download our free eBook, <span style="text-decoration: underline;"><a href="http://www.logicmanager.com/best-practice-erm-programs-ebook/"><em>5 Characteristics of the Best ERM Programs</em></a>.</span></strong></p>ISPs invading Subscriber's Privacytag:globalriskcommunity.com,2017-07-26:5112778:BlogPost:2339572017-07-26T14:39:41.000ZRobert Sicilianohttp://globalriskcommunity.com/profile/RobertSiciliano
<p>It’s hard to keep track of the news of politics these days, and even if you can, how do you know it’s even real? The political landscape has greatly changed since January, and there have been a lot of laws passed that will affect us all, including the repeal of a law that protected your <a href="http://www.trustedalarm.com/" style="color: #bb0000;">privacy</a> on the internet. Basically, with this repeal, your internet service provider, or ISP, can sell your browsing history to…</p>
<p>It’s hard to keep track of the news of politics these days, and even if you can, how do you know it’s even real? The political landscape has greatly changed since January, and there have been a lot of laws passed that will affect us all, including the repeal of a law that protected your <a style="color: #bb0000;" href="http://www.trustedalarm.com/">privacy</a> on the internet. Basically, with this repeal, your internet service provider, or ISP, can sell your browsing history to anyone.</p>
<p><img src="http://activerain.com/image_store/uploads/agents/robertsiciliano/files/1P.jpg" alt="" width="300" height="196" align="right"/></p>
<p>If you use the internet, you will be affected by this law. Not only will this change allow your ISP sell your browsing history to the highest bidder, it could also make it easier than ever before to access information about your family, your finances, and your health. Your ISP can now sell this information to companies, and they don’t need your permission to do so.</p>
<p>So, what does this mean for you? After all, you might not think it really matters that much. In simple terms, it means that your ISP can collect data about your browsing habits, create a record of this, and then sell it to advertisers. Think about your browsing history yesterday. If you want, open it up right now from your browser. One minute, you might have been buying dog food on Amazon, and then next, reading the latest news from the Kardashians. Regardless of if you want advertisers to know that you are a Kardashian fan, or not, to them, your data is a gold mine.</p>
<p>Now, think about your browsing history over the past few weeks or months, and then consider that your ISP knows each and everything you have searched for. It knows about that weird smell coming from your laundry room that you checked out online, and it knows that you have listened to that catchy new pop song a few times. It also knows your deepest worries, your sexual preferences, your political leanings, and what you are feeding your family. This information is invaluable to advertisers, but do you really want it getting out?</p>
<p>Luckily, you have options, one of which is called a VPN, or Virtual Private Network, which will encrypt data. Some of these, such as Hotspot Shield VPN, a client, is a good option. Also, start paying attention to those cookies and delete them.</p>
<p><a style="color: #bb0000;" href="http://robertsiciliano.com/">Robert Siciliano</a> personal security and <a style="color: #bb0000;" href="http://www.trustedalarm.com/">identity theft</a> expert and speaker is the author of <a style="color: #bb0000;" href="http://www.amazon.com/Things-Wish-Before-Identity-Stolen/dp/1941308996/ref=as_sl_pc_qf_sp_asin_til?tag=httprobertc02-20&amp;linkCode=w00&amp;linkId=JAZ7MOSJYUIXZMJ3&amp;creativeASIN=1941308996"><em>99 Things You Wish You Knew Before Your Identity Was Stolen</em></a>. See him knock’em dead in this <a style="color: #bb0000;" href="http://www.youtube.com/watch?v=p_ikx0_erfU">identity theft prevention</a> video.</p>An Explanation of the D.I.S.C. Personality Assessmenttag:globalriskcommunity.com,2017-07-26:5112778:BlogPost:2337302017-07-26T11:36:40.000ZTrainHRhttp://globalriskcommunity.com/profile/TrainHR
<p></p>
<p>A 100-employee business spends an average downtime of 17 hours a week on just clarifying communications. In the process, it ends up losing over half a million dollars annually on this exercise. The reason: Lack of <a href="https://www.trainhr.com/control/work-place-communication">effective communication</a>. This is at the heart of the problems that most organizations face. About 70% of small to mid-size businesses admit that communication is their primary problem. </p>
<p>The cost…</p>
<p></p>
<p>A 100-employee business spends an average downtime of 17 hours a week on just clarifying communications. In the process, it ends up losing over half a million dollars annually on this exercise. The reason: Lack of <a href="https://www.trainhr.com/control/work-place-communication">effective communication</a>. This is at the heart of the problems that most organizations face. About 70% of small to mid-size businesses admit that communication is their primary problem. </p>
<p>The cost of miscommunication is very high for an organization. it ranges from between a quarter and 40% of its annual budget, resulting in over four-fifths of projects getting delayed, being over budget, falling short of expectations, or being undelivered. Lack of proper communication at the outset is the main reason attributed to this scenario.</p>
<p><b>The D.I.S.C. Personality Assessment tool could have the answers</b></p>
<p>Since it is communication that is at the heart of these problems; the solution lies in the problem: Improving communication. Enter: The Dominance Influence Steadiness Conscientiousness or compliance (D.I.S.C.) Personality Assessment tool, a valuable instrument in helping resolve issues relating to communication gaps and ineffectiveness.</p>
<p>The D.I.S.C method is an objective and scientific profiling system which uses its unique measuring parameters for understanding a person’s personality, behavior and temperament. Introduced by Dr. William Moulton Marston back in 1928; its popularity can be gauged from the fact that over a million people use it, to this day, every year worldwide. Being a structured quiz; it helps to assess the personality of the person who takes it and to evaluate her abilities accordingly.</p>
<p>These are how the D.I.S.C method slots persons:</p>
<p><b>Dominance</b>: The nature of being outspoken, sharp, proactive, problem solving and action-oriented</p>
<p><b>Influencing</b>: One who is optimistic, friendly and cooperative and a great team player</p>
<p><b>Steady</b>: A consistent, reliable, patient and status quoist</p>
<p><b>Compliant</b>: A person who is methodical, logical and detail oriented and perfectionist</p>
<p><b>What all does the D.I.S.C methodology help to achieve?</b></p>
<p>The D.I.S.C method can be used to induce a number of outcomes. These are some of them:</p>
<ul>
<li>Solidifies communication skills</li>
<li>Raises productivity levels</li>
<li>Motivates employees </li>
<li>Increases interpersonal conflict</li>
<li>Builds leadership abilities</li>
<li>Brings about a better workplace environment</li>
<li>Augments skills at the workplace </li>
<li>Boosts productive work</li>
<li>Builds effective teams</li>
<li>Fosters study habits</li>
<li>Results in better hiring decisions</li>
</ul>
<p><b>Thorough learning of the ways by which to implement D.I.S.C at your workplace</b></p>
<p>All the methods and means of implementing the D.I.S.C methodology at the workplace will be shown at a webinar that is being organized by TrainHR, a very popular provider of professional trainings for the HR industry. The speaker at this session is Grant Schneider, who is president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with its mission and strategy.</p>
<p>To understand how to implement D.I.S.C at your organization, please register for this webinar by visiting <a href="http://www.trainhr.com/control/w_product/~product_id=701816LIVE?globalriskcommunity-seo" target="_blank">TrainHR</a>. Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.</p>
<p><b>Understanding personality types in communication</b></p>
<p>Grant will offer insights into this concept by introducing the idea of D.I.S.C profile as a means to understanding the four different personality types and how they like to receive information. He will explain how communication can be enhanced and made to become more effective and result oriented using the D.I.S.C approach.</p>
<p>An understanding of the correct communication that needs to go into situations will be given at this webinar. This is a very important aspect in an organization. The basis to crafting the right message is a good understanding of the different ways people perceive information. Grant will explain how this can be achieved.</p>
<p>This learning is of high importance and value to professionals such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Director, Managing Director, Regional Vice President, Area Supervisor, and Managers.</p>
<p>Grant will cover the following areas at this webinar:</p>
<ul>
<li>Know the strengths of your own personality style and how to use them</li>
<li>How to understand another person’s motivation style</li>
<li>How to communicate with the 4 personality types</li>
<li>Strategies to lead or motivate the 4 personality types.</li>
</ul>
<p> </p>